Federal government to downsize failing Canada.ca project

Another failing IT project.

As someone who regularly accesses government information, never found Canada.ca terribly user friendly or easy to find the info I was looking for. The old departmental websites were more efficient from my user perspective (although that may reflect my comfort and familiarity with them or the more policy information that I was looking for).

And a bit disappointed the IRCC is one of the sites that will remain as it is one of the sites I consult with the most.

As with the other major IT failures – Shared Services Canada, Phoenix – one has to question the competence of the senior officials who made and prepared the case along with the Ministers who provided oversight and approval:

The federal government is substantially curtailing the multimillion-dollar Canada.ca project, acknowledging that its plan to merge 1,500 departmental and agency websites into a single website is sputtering.

Instead of migrating all departments and agencies to a single platform, the $11.8 million earmarked for the project will be used government wide, with a focus on four of the largest departments offering services most used by Canadians: health, environment, Canada Revenue Agency, and immigration.

Those departments will have until the end of this year to migrate their content to the new platform.

“The 2012 plan to migrate all government web content to the Canada.ca platform under delivered from the beginning in part due to poor project management, planning and underfunding from the outset by the previous Conservative government,” said Jean-Luc Ferland, press secretary to Scott Brison, president of the Treasury Board.

“We are refocusing project funds where they can make the biggest impact to improve Canadians’ online experiences.”

Most telling about the government’s flagging support for the initiative is that remaining departments and agencies will not be compelled to continue.

“Other departments will continue to have the option of migrating content to Canada.ca as resources and technology advances allow,” said Ferland.

Over budget and behind schedule

The Canada.ca initiative was launched with the goal of making it easier for people to find and use government information online. A $1.54-million contract for a new content management system, where all government websites would be moved, was awarded to Adobe in 2015.

But as CBC reported at the end of last year, the project is more than 10 times over budget and more than a year behind schedule, making it yet another failing government IT project, not unlike the Phoenix pay system or the email transformation initiative. It’s also another project the Liberal government is blaming on its predecessor.

A government source not authorized to speak on the record said the decision to pare down the Canada.ca initiative, yet allow it to limp along, was making the best of a bad situation.

“It’s like we walked into the kitchen where the meal is poorly planned and off to a rough start. Some dishes were forgotten, grill is overstuffed … your herbs are wilting on the counter. You don’t freak out and throw everything out. The responsible thing to do is to focus on your guests and make the most of everything you have.”

Tens of millions spent so far

In response to inquiries from CBC, the Treasury Board conceded that as of June, only 230,542 pages were hosted on Canada.ca, up from the 10,000 tabulated six months ago, but still an incredibly slow rate of movement over to the new portal.

There are more than 17 million government of Canada web pages in total.

As well, the Adobe contract has ballooned to more than $14.9 million, according to government figures. That does not include the tens of millions spent by departments and agencies that are responsible themselves for the actual migration of the websites, using existing budgets and staffing.

Since 2015, eight of the largest departments have spent or budgeted nearly $32 million on the project. Those departments include:

  • Employment and Social Development Canada.
  • Immigration, Refugees and Citizenship.
  • Health.
  • Environment.
  • Canada Revenue Agency.
  • National Defence.
  • Fisheries and Oceans.
  • Global Affairs.

A slow migration

“This is great news from a taxpayer’s perspective,” said Joel Brockbank, chief technology officer at OpenPlus, a content archictecture company that had submitted a bid to create the new content management system for Canada.ca

“These large IT renewals have a lot of momentum and it’s difficult to change course if it’s not going as planned. It’s amazing they are not doubling down and putting a lot more money into something that will ultimately fail.”

Experts who have warned against unmanageable, large, one-size-fits-all government IT projects agree.

“To focus the money on key sites which Canadians use most is the right decision,” said Timothy Lethbridge who teaches software engineering and computer science at the University of Ottawa.

The December deadline for the four big departments is probably still unrealistic, according to Lethbridge, but the idea of letting other departments off the hook is smart.

“To slowly migrate, as time permits, is more cost effective than a forced death march to get to an artificial deadline,” he said.

A time to cut losses

A government source with first-hand knowledge of the Canada.ca project, and who was speaking on condition of anonymity, said IT government workers have been told that none of the government’s arm’s-length agencies have been moving their material over to the new site for some time.

“In fact we are not even talking about Canada.ca anymore,” said the source, adding “the vast majority of the content on government sites is not being migrated at all.

“It probably just won’t happen.”

Source: Federal government to downsize failing Canada.ca project – Politics – CBC News

U.S. consultants slam Shared Services Canada for failing projects

To the current government’s credit, it engaged Gartner to review the implementation of the shared services initiative.

The question remains whether officials who promoted and supported the previous government’s strategy provided sound advice on the risks and mitigation strategies, and whether or not Ministers and the government accepted it or not.

Complex IT projects are hard, and government by its very nature is not agile, further exacerbating risk:

Ottawa is in way over its head by attempting a massive transformation of its information-technology (IT) systems under Shared Services Canada, says a scathing indictment of the agency’s failings since 2011.

The government of Canada “has vastly underestimated the size, scale and complexity of this effort. … They are attempting the largest and most complex public-sector shared-service implementation ever considered,” concludes a $1.35-million report by international consultants.

“We … lack confidence in the ability of SSC (Shared Services Canada) and the GC (Government of Canada) to successfully execute the plan.”

The Jan. 12, 2017, report by consultant Gartner Inc. was ordered by the federal government last August, after repeated failures of the Phoenix payroll system and complaints from departments about Shared Services Canada’s inability to deliver technology upgrades, including new email systems.

U.S.-based Gartner brought together a five-person expert panel to examine the agency and its projects, a group that included executives experienced in public-sector digital transformations in California, Massachusetts and Northern Ireland, as well as the former IBM executive who handled big projects within that firm.

Shared Services Canada outsourcing

A $1.35-million consultants’ report, obtained by CBC News under the Access to Information Act, says Shared Services Canada is in way over its head trying to manage a massive transformation of technology. (Shutterstock)

The report lauds the project of consolidating the federal government’s information technology, including creation of a single email system, but says “very little progress” has been made in the last six years because of persistent management failures.

“Decision making cannot follow current approaches,” said the document, obtained by CBC News under the Access to Information Act.

“Execution must be based on agile, effective decision making, with clear and singular accountabilities. This is the antithesis of governance today.”

The report repeatedly underscores the enormous scale of the consolidation project, likening it to combining the infrastructure of between 30 and 40 large banks.

Slow-footed

The consultants say Shared Services Canada is slow-footed, partly hobbled by complex procurement rules, so that an email solution it chose in 2011 and still has not completed has since been outmoded by new cloud services.

“The world in 2016 is much different from how it was in 2011, and the expert panel and Gartner believe developments such as cloud services should be given much more prominence in SSC’s future,” said the 198-page report.

Some of the document is redacted, including key financial information. The authors make a series of recommendations, chief of which is the appointment of a deputy minister for IT for all of government, to whom the head of Shared Services Canada would report.

In April 2011, then-prime minister Stephen Harper lauded the project to consolidate the government’s IT systems and data centres, saying on the election campaign trail that year that “we know we can save all kinds of money there.”

‘The project was set up to fail through underfunding, lack of service standards, and poor planning from the previous government.’– Jean-Luc Ferland, spokesperson for Treasury Board President Scott Brison

The new agency charged with carrying out the transformation, Shared Services Canada, was announced on Aug. 4, 2011, after Harper won a majority.

But two projects in particular went off the rails in the early going, one to consolidate cell and telephone services, the other to consolidate email services. Both have been plagued by delays, among other problems.

And the new agency was immediately required to cut costs as part of a government-wide effort to wipe out the federal deficit by 2015.

Shared Services Canada data centre

Shared Services Canada is the department responsible for the federal government’s IT services, including its data centres. A new report says the federal government must create a new deputy minister of IT, to help get the troubled agency back on track. (Shared Services Canada)

Jean-Luc Ferland, a spokesperson for Treasury Board President Scott Brison, welcomed the consultants’ conclusions and recommendations, pinning much of the blame for the bad results on the former Conservative government.

“As the report makes clear, the motivation and objectives behind the creation of Shared Services Canada are even more relevant today than they were when it was conceived in 2011,” said Ferland.

“The report is equally clear that the former Conservative government failed to put in place the basic fundamentals for success at the time SSC was created. The project was set up to fail through underfunding, lack of service standards, and poor planning from the previous government.”

No timeline

Ferland said the government is still reviewing the recommendations, alongside those of the auditor general, House of Commons committees and other consultations. He did not provide a timeline for solutions.

“Our government’s ambition is to provide exemplary service to Canadians while making a seamless transformation to the age of digital government — not booking false savings, arbitrarily hobbling the public service, or cutting corners.”

Source: U.S. consultants slam Shared Services Canada for failing projects – Politics – CBC News

Wayne Smith, former Chief Statistician, continues his critique of Shared Services: Questionable transfers from Statistics Canada to Shared Services Canada

 

Program helps new immigrants find their footing in Canadian tech sector

Appears to be a good and successful program:

When Rohum Azarmgin immigrated to Canada in April, 2015, he wasn’t fully prepared for the job hunt he would encounter. As an established and educated IT professional in Iran, he never had an issue finding work. But his new home was different, and he didn’t fully understand how the recruitment process worked.

“I didn’t have trouble landing interviews, but I wasn’t able to secure a job,” says Mr. Azarmgin. That’s despite having both an IT degree and an MBA as well as 12 years’ experience as a project manager in his home country. It was a tough time, he recalls, and focusing all his attention on finding a job meant burning through much of his savings.

Mr. Azarmgin’s experience is one common to many immigrant tech workers, who come to Canada with expertise and education, but struggle to find their footing amid a hiring process and work environment vastly different from that in their home country. A program funded by the Ontario government called Integrated Work Experience Strategy (IWES) aims to help newcomers with technical experience like Mr. Azarmgin continue their careers in Canada.

Offered by the not-for-profit Information and Communications Technology Council (ICTC), the program involves three weeks of in-class training in Scarborough, Ont., followed by three months of one-on-one coaching for a fee of $399 plus HST. Over 85 per cent of graduates of the IWES program have landed jobs within six months of completing the program, with average salaries starting at $50,000. Since the pilot in 2009, approximately 450 professionals have been through the program.

It’s a win-win situation, says ICTC program manager Maureen Ford. “Information and communications technology professionals connect to the labour market, securing opportunities commensurate with their education and experience, and employers find skilled talent to meet their increasing digital skill needs.”

The need for technical talent in Canada is massive, and many tech leaders say the shortage is impeding the growth of their firms. Andrea Gilbrook, director of talent programs at the tech organization Communitech in the Kitchener-Waterloo, Ont., region, has witnessed it first-hand. According to Communitech’s estimates, there are currently around 3,000 open positions in tech companies as well as tech positions in non-tech companies in the region. That number, she says, is expected to exceed 5,000 in five years.

“We need more students and new grads, but we also need more experienced hires,” she says.

Many in the sector are hoping for an increased chance to bring in tech-savvy newcomers due to tightening immigration rules in the United States. Ms. Gilbrook sees the value in programs that help integrate skilled newcomers, and says Communitech has launched its own three-month pilot program targeted at skilled immigrants and career changers.

In the IWES program, guest speakers and visiting recruiters introduce the participants to the norms of Canadian workplace culture. Participants learn how to conduct job searches and interviews, and improve their resumes and social media presence. But it’s the one-on-one coaching portion that many participants, like Mr. Azarmgin, find the most helpful.

After four months of struggling to find work in his field, he enrolled in the IWES program. He was paired with volunteer coach Chris Hamoen, formerly director of growth at Toronto-based software company Hubba. Mr. Hamoen since moved on to create his own startup and hopes to use the IWES program as a resource for talent.

Together, they revised Mr. Azarmgin’s resume, ran through mock interviews, and helped formulate a job search strategy. Mr. Azarmgin says having Mr. Hamoen on his team made him much better prepared for the job hunt.

By December, 2015, Mr. Azarmgin successfully landed a position in Halifax with NTT Data, a systems integration company. Today, he’s moved on to a more senior position as a project manager at CGI.

“A lot of their [participants] end up at IWES when they’re giving up almost,” says Mr. Hamoen. “They’re far into their time in Canada and aren’t using their skills and are just finding a way to pay the bills.”

Source: Program helps new immigrants find their footing in Canadian tech sector – The Globe and Mail

Someone should take the fall for Ottawa’s botched Phoenix pay system

Hard to disagree with Barrie McKenna: the lack of accountability at both the political and bureaucratic level, the inability of government to manage large-scale IT projects and the miss match between those who “sold” the project and those responsible for delivery are of broad concern, not just in the case of Phoenix.

IT in government is complex given the myriad of requirements and groups involved.

My experience with IT in government is a mixed bag. My most successful project, done with a small group of PCO policy types, was the creation of an Access database to manage the then Chrétien government annual priority setting exercise. Delivered on time, it worked  and ensured consistent tracking rather than the previous time-consuming and error prone Word-based process.

My second experience, also at PCO, but on a larger scale (more data, more users) and thus involving IT folks, was replacing the previous Cabinet meeting planning system with a more up-to-date platform with more flexibility. The IT folks and the consultant never got it to work during my time there.

Lastly, at Service Canada, we partnered with Service New Brunswick to deliver, on Transport Canada’s behalf, a system for pleasure craft licensing. When it went live, it crashed but we were able to identify and fix the problem within a few days (the data link capacity was too small, something missed in all the preparations, by all involved). After that it worked well (Service Canada eventually decided to end its involvement and focus on core services to ESDC):

The mess that is Phoenix is a story of misguided political objectives, bungled management of a major technology project and a complete failure by anyone in charge to take responsibility for mistakes.

The fiasco raises troubling questions about the government’s ability to perform one of its most basic functions – paying its bills and taking care of employees. The Phoenix system is just one of the major information-technology projects, totalling billions of dollars, now under way in the government.

Centralizing the multitude of separate payroll systems was the brainchild of Stephen Harper’s Conservative government, which was convinced it could wring huge savings out of the bureaucracy. In charge were then-public works minister Rona Ambrose (now interim Conservative leader) and Tony Clement, former president of the treasury board. Neither has expressed any remorse for the fiasco.

The Conservatives eliminated 700 payroll jobs in dozens of departments, mainly in Ottawa, and created a new centralized pay centre in Miramichi, N.B. – political compensation for the shuttered gun registry. Most of those offered positions there refused to move, leaving the running of Phoenix in the hands of hundreds of untrained new hires.

The problem now belongs to the Liberal government, which could have delayed deployment of the system to work out the inevitable bugs. To his credit, Prime Minister Justin Trudeau has acknowledged his government initially didn’t take the problem seriously.

“I’ll admit it,” Mr. Trudeau told a frustrated civil servant at a town hall in Kingston, Ont., earlier this year. “This government … didn’t pay enough attention to the challenges and the warning signs on the transition we were overseeing.”

But the mea culpa came three months after the government had promised to resolve the payroll mess. Now, it’s not even offering a target.

Just as troubling is the lack of accountability within the upper ranks of civil servants. Many of those responsible have retired or moved to other jobs in the government. No one has been fired.

Nor has there been a thorough investigation by Parliament of what went wrong. Deputy Minister of Public Works Marie Lemay, who inherited the payroll problem, appeared before the House of Commons government operations committee last year. But none of the original architects of the system have had to answer for their roles.

And then there is IBM Canada, which Ottawa hired to design and implement the system. It appears the government, not IBM, is on the hook for fixing the problems. So why, one wonders, would the government sign a contract that left it so dangerously exposed to financial and technical risk?

Phoenix was supposed to save Ottawa $70-million a year. Instead, the government has spent $50-million fixing the problem, including an extra $6-million paid to IBM, and there is no end in sight.

This isn’t just a story of a botched payroll system. It’s about the chronic inability of governments to manage major purchases, including technology projects.

Unless Ottawa gets to the bottom of what went wrong on Phoenix, it will keep making the same mistakes elsewhere in the government.

That should worry all taxpayers, not just government workers.

Source: Someone should take the fall for Ottawa’s botched Phoenix pay system – The Globe and Mail

Shared Services Canada, already having resulted in the resignation of the Chief Statistician (INSERT), now comes under fire from the RCMP:

CBC News has obtained a blistering Jan. 20, 2017, memo to Public Safety Minister Ralph Goodale in which Commissioner Bob Paulson details how critical IT failures have increased by 129 per cent since the beleaguered department took over tech support for the entire government five years ago.

Not only that, the memo says, the duration of each outage has increased by 98 per cent.

“Its ‘one size fits all’ IT shared services model has negatively impacted police operations, public and officer safety and the integrity of the criminal justice system,” reads the memo.

The document appears to respond to a request for more information after a series of CBC News reports on the RCMP’s long-standing dissatisfaction with Shared Services Canada (SSC).

Despite the agency’s creation of special teams and committees to address shoddy service and repeated computer outages, Paulson said minimal progress has been made.

The commissioner bolstered his arguments by enclosing an appendix of recent critical incidents to show just how little appreciation or understanding there is for operational law enforcement requirements.

RCMP commissioner warns continued IT failures will have ‘catastrophic’ consequences

The Privy Council Office needs some new computers — and they want to buy Apple, not Windows

Fun piece by David Akin on PCO’s purchase of Apple. As a long-time Mac user, was frustrated by the corporate IT folks who were overly slavish with respect to Windows and Blackberry.

But Macs have generally always had a place in the Comms shop for videos and other creative work:

Between federal government civilian employees and the RCMP and Canadian Forces uniformed members, there must be close to 500,000 people.  Almost all of those folks would need a desktop computer. Many would need a laptop computer. And many would need a government-issued smartphone.

All those devices — not to mention the servers that store government data and software — present one heckuva a challenge from an information technology management point-of-view. The federal government’s I.T. chief has to worry about security, about cost, interoperability, and ease of administration when it comes to training and software updates. For those reasons, the government has for years standardized on computers that run Microsoft’s Windows operating system which means, almost by default, a standard deployment of Microsoft’s Office suite — Word, Excel, PowerPoint and Access.

The standard smartphone deployed to government employees has, for years, been a BlackBerry.

But things are changing.

Example: Last night, the government posted a tender for a supplier to fix up bureaucrats who work in the Privy Council Office with 52 computers — from Apple!

Now, maybe the PCO was working on Macs before this tender offer went out. I’ve asked the department if that’s the case and we will update here. I am told, in fact, by a PCO spokesperson that it is not unusual for departments to have a small number of Apple computer in use “for specialized requirements.”

 

…The PCO is the federal government department that supports the work of the prime minister. It is the civil service mirror/partner, if you will, of the PMO — the Prime Minister’s Office. Officials in both the PMO and PCO work closely together. In my personal experience, I have seen many PMO officials using Apple products. And I know via some documents I dug up using an access to information request that the prime minister himself had some Apple products purchased for his use at his home office at Rideau cottage. He bought (if memory serves) an iPad Pro, among other devices and information technology.

But Trudeau is not the only prime minister to have picked Apple. That’s right: Stephen Harper was an Apple guy. The one and only time I ever saw Harper use any piece of information technology, it was his own personal Apple MacBook, which he brought into the House of Commons one night during a long “take-note” debate. Interestingly, the Apple logo that is on the front of any MacBook had been covered on Harper’s device with a family photo.

And it was another Conservative politician — Stockwell Day — who was the first MP I ever saw to bring a tablet into the House of Commons and, you bet, that tablet was an iPad. Nowadays, if you look down upon the House of Commons, you will see a sea of iPads.

But I can tell you House of Commons I.T. had to be dragged kicking and screaming to agree to have iPads on the House network or to agree to support iPads.

And so it may be with the broader government-wide I.T. community, already dealing right now with a very rough transition to some common platforms and computing environments via Shared Services Canada. (And we won’t even talk about the fiasco that is the computerized Phoenix payroll system.)

But at the Privy Council Office — the command-and-control centre for the entire civil service — 50 Apple computers are on the way.

Why are they going Mac and getting off of Windows? Unknown at this point. Again: Questions are in to PCO and we’ll see what they say. But there might be a few reasons.

First, speaking as a guy who used the original Apple McIntosh to paginate my university paper back in the 80s, who used to be a technology reporter and who still has a working Apple G4 Cube at home, Macs are just, well, machines for the rest of us. (See that famous Apple ad, below, which introduced the world to the McIntosh).

But there is also some evidence that, even though a comparable Apple desktop is more expensive versus a comparable Windows box, the total cost of ownership — TCO in I.T.-speak — is actually lower once you factor in how much it costs to provide tech support to users of device and other issues.  Heck, even IBM now buys Macs and encourages its clients to do so because of lower costs. (IBM, incidentally, was widely believed to have been the firm that was mocked in that original 1984 Apple ad.)

Source: The Privy Council Office needs some new computers — and they want to buy Apple, not Windows | National Post

Sweating the details at Shared Services: What it will take to reset it

Good article capturing some of the major differences between the public and private sector, and why large-scale IT projects are so hard to do well in the former:

It’s not just that its top mandarins lack knowledge and interest in IT. It’s that the entire procurement system and its political overseers suffocate rather than expedite the rollout of large IT projects.

This is messy stuff — software underpinning data centres and telecommunications networks evolves constantly. Upgrading applications across dozens of federal departments inevitably produces conflicts. Programmers and their managers must be free to resolve them — and to drop approaches that aren’t working. The job demands constant testing and feedback at a very micro level.

Shared Services’ first chief operating officer, Grant Westcott, had nearly four decades of experience in government and the private sector — where he was instrumental in consolidating IT systems at the Canadian Imperial Bank of Commerce. But at Shared Services, nearly every move he made was constrained.

At CIBC, Westcott would have been given a budget, a mandate and left alone to get on with it. Had his projects been late and run over budget, it’s unlikely he would have lasted there nearly a decade. In the event, Westcott and his team streamlined the bank’s telecommunications systems and collapsed 22 data centres into just two, trimming CIBC operating costs significantly.

However, the federal government doesn’t allow for this sort of flexibility. Procurement documents contain page after page of technical requirements for programmers and IT consultants. The projects are over-engineered, in other words, in a usually forlorn effort to mitigate most conceivable risks.

Budgets and timelines are spelled out in meticulous detail — even though relatively little is known during the earliest stages about how projects will actually progress. And, of course, there is often extensive cabinet oversight of projects that are costly, late or affect government websites. Which is to say, most of them.

According to experts hired to do these projects, what is needed are wins — IT projects that succeed. And the best way to make these happen is to start with small steps — manageable projects or parts of projects that work. The more of these that Shared Services can string together, the more other federal departments will be willing to let it handle.

This would also make things much easier for Shared Services president Ron Parker — instead of continually revising deadlines for his agency’s main projects, he would be able to point to services actually being performed. Far more satisfying — assuming his people can get things done.

Source: Sweating the details at Shared Services: What it will take to reset it | Ottawa Citizen

No excuse for Ottawa’s bungled technology: Barrie McKenna

One of the rare commentaries that connects the dots between Shared Services Canada, the Phoenix pay system, and the inability of government to manage complex IT projects (admittedly, some of the most complex around).

It does beg the question, as posed by Donald Savoie in his book, What Is Government Good At?: A Canadian Answer.

One also has to ask the question, in all the decks, analyses, MCs and TB submissions, were the risks clearly stated and assessed? Did the public servants provide ‘fearless advice’ or not?

Maybe you don’t think it’s a big deal that tens of thousands of federal government workers are going unpaid because of the botched roll out of a new pay system.

Most civil servants are overpaid and underworked anyway, right?

Many Canadians may feel similarly untroubled that government data centres are frequently crashing, downing websites and leaving key agencies, such as Statistics Canada, unable to get timely economic information to financial markets.

But it does matter. Canada isn’t some tin-pot country that can’t pay its workers, run a computer or produce timely data. It’s a G7 country, a modern, advanced economy that should be a model of good governance.

There is a disturbing back story to these embarrassing headlines.

Turn back the clock to 2010. Stephen Harper’s Conservative government was eager to demonstrate it could wring billions of dollars in savings out of a fat government bureaucracy it neither liked nor trusted.

Two of the signature initiatives that emerged from this effort was the centralized Phoenix pay system and the birth of Shared Services Canada, a $1.9-billion super agency that would consolidate all of the government technology systems.

And for years afterward it would point to these efforts to bolster its reputation as a sound manager of the machinery of government.

Both have been unmitigated disasters.

The fallout from these moves continues to reverberate through the government. Not only have the promised savings never materialized, but Ottawa is now spending tens of millions more to fix the problems.

On Friday, Statscan’s chief statistician, Wayne Smith, abruptly resigned, complaining that the agency’s independence has been compromised by “disruptive, ineffective, slow and unaffordable” technology supplied by Shared Services Canada.

Mr. Smith’s frustrations boiled over July 8 when the agency’s main website was down for nearly eight hours due to a power switch failure, snarling the release of June’s jobs numbers, one of the country’s most important economic indicators. Statscan staff resorted to snapping the document on a smartphone and faxing pages to data users at financial institutions and media outlets.

Statscan’s website routinely goes down on busy data-release days.

The problems at Shared Services, which consolidated the information technology of 43 departments, go way beyond Statscan. The federal Auditor-General concluded in a report this year that Shared Services’ operations are so dogged by hidden costs, delays, security problems and poor accounting that potential savings remain “largely unknown.”

The Liberals quietly boosted Shared Services’ budget by $384-million over two years in its March budget, in part to keep creaky old computer systems from crashing. Critics worry that much more will be needed to fully modernize systems.

In late July, smoke inside a federal data centre in Ottawa forced the temporary shutdown of government e-mail and some websites.

Meanwhile, Ottawa says the estimated bill to fix IBM’s Phoenix pay system has reached $45-million to $50-million, and could climb higher. The government has promised to cover any out-of-pocket expenses of workers who couldn’t pay bills or were forced to borrow money when they weren’t paid.

Just like Shared Services, Phoenix was supposed to save the government money – $70-million a year – by consolidating a myriad of pay systems spanning 300,000 workers in more than 100 departments. Most of the first-year savings have now been wiped out.

A big part of the problem can be traced to a decision by the Conservatives to create a new payroll-processing centre in Miramichi, N.B. Roughly 500 – mostly inexperienced – new hires, would replace more than 2,000 payroll staff from across the country.

Ottawa has since been forced to add pay specialists in Gatineau, Que., and at temporary offices in Winnipeg, Montreal, Toronto and Sherbrooke, Que. – all to help fix the problem of workers getting paid too much, not enough or not at all.

Efficiency was never the main reason for choosing Miramichi. Putting the payroll centre in the city was political compensation for the closing of the long-gun registry, which had been located there.

The Conservatives fed the country a narrative about making government leaner and more efficient.

They delivered something quite different.

Source: No excuse for Ottawa’s bungled technology – The Globe and Mail

StatsCan says government’s IT agency providing ‘slower, lower quality services’

Government IT is one of the most complex areas given the range and scale of services needed. But this report, along with the current problems with the Phoenix pay system, provides pretty compelling evidence that the officials who sold the concept – which I support – did not adequately address implementation issues.

The political level is equally to blame for not having asked the needed questions and likely for under-resourcing the initiative:

Setbacks and shortcomings at the federal government’s tech support agency could delay Statistics Canada’s release of “mission critical” information required by the Bank of Canada, Department of Finance and commercial banks, according to a report.

The document, submitted to Canada’s chief statistician Wayne Smith, is one among more than a dozen reports, drafted at Smith’s request from all of his directors general. Smith asked for the reports in an effort to fully understand the impact of Shared Services Canada (SSC) on his department.

The memos, obtained by CBC News under access to information laws, detail how yet another federal ministry is embroiled in a dispute with SSC over services standards, red tape, billing and the capacity of IT infrastructure to keep up with departmental demands.

SSC was created by the previous government to centralize and standardize information technology services in a bid to save money.

At the end of February, in the run-up to the 2016 Census, Smith shared the results of this report with Canada’s top civil servant, Privy Council clerk Michael Wernick. The correspondence is entirely redacted except for the subject line, which reads Heightened Program Risks at Statistics Canada.

“Numerous challenges in terms of reliability, timeliness, effectiveness and affordability are being experienced, impacting delivery of programs, projects and plans across all program areas,” wrote Lise Duquet, director general of the StatsCan informatics branch.

She said the savings expected from consolidating services under SSC have not materialized, pointing to how ongoing support from the IT Help Desk is now more costly than when StatsCan operated the email service.

Lack of accountability

Despite “harvesting” $38 million from Statistics Canada with the promise to upgrade IT infrastructure, Duquet said StatisCan was told it would have to cover the cost of migrating all information to new data centres — something she said the agency cannot afford without putting its programs at risk.

Governance at SSC has been identified as a problem by other departments. Duquet echoed those frustrations, “Governance is very complex and there is a lack of accountability to deliver on expected outcomes that are critical to programs.”

Another recurring theme that surfaced in the reports is that SSC can’t or won’t meet StatsCan’s IT requirements because it refuses to upgrade computer infrastructure.

Daniela Rivandra, director general of the industry statistics branch at the agency, warned of the risk of a bottleneck of processing capacity this year. “This will translate into many programs having to delay releases and not meeting legislative requirements for providing the data,” she said.

“Having to delay their release would be unprecedented and will impact the ability of key users (e.g. Bank of Canada, Department of Finance, commercial banks, etc.) of making timely decisions, translating into considerable embarrassment to the government of Canada.”

Due to the poor level of service provided by SSC, the corporate services support division decided to self-fund a unit of 3 persons to provide support to our employees and to ensure that some SSC initiatives get done.– Yves Béland, director general StatsCan operations branch

The directors general’s reports also reveal deep concerns about  branches running out of server space. Craig Kunz said the operating system on which the Consumer Price Index depends, is at an elevated risk of failure, yet SSC has frozen procurement with no apparent contingency plans.

‘Slower and lower quality service’

Telecommunications is another persistent irritant.

“Our relationship and experience with SSC with regards to telecommunications have been quite difficult to say the least,” reported Yves Béland, director general of the operations branch. “Due to the poor level of service provided by SSC, the corporate services support division decided to self-fund a unit of three persons to provide support to our employees and to ensure that some SSC initiatives get done.”

Assistant chief statistician Connie Graziadei said service is slower and lower quality, especially on the rollout of cellphones to census employees working in the field.

She described how SSC provided cellphones with the wrong area codes or “incorrect cellphone providers were sometimes assigned to a phone, making it unusable in the geography where the phone was intended to be in operation.”

In one case, an employee had an unusable phone for more than two months. A StatsCan manager sent the woman a spare phone on the Bell network, instead of Rogers. While the employee was thrilled to finally be able to do her job, a long string of emails shows SSC was more concerned about StatsCan overstepping its authority.

“You are not able to simply “re-assign” devices when there is an issue. We have procedures in place to deal with issues like Dana was having,” wrote Todd Mair of SSC on Feb. 2, 2016.

David Kudlovich of StatsCan fired back.

“Two months without a phone [is] far too long when this is the sole device they receive from SSC. Two weeks is actually far too long. There are occupational health and safety concerns when an employee doesn’t have a means of communication and the employee cannot do their job they’re hired to do,” he said.

Yet the documents show the problems continued for several more months.

Source: StatsCan says government’s IT agency providing ‘slower, lower quality services’ – Politics – CBC News

Foreign workers issue delays trade deals

The higher-end of Temporary Foreign Workers. But given that one of the original cases was in relation to foreign IT workers displacing Canadian IT workers at the Royal Bank, not an easy issue for the Government. Particularly given that in contrast to NAFTA and the upcoming CETA, India is a low-cost supplier of IT services:

While discussions have also been delayed in part because of India’s lengthy election cycle, the fact that foreign workers have emerged as a potential stumbling block has implications for other lucrative trade agreements that Canada hopes to realize. It remains to be seen whether the resounding victory by Narendra Modi, a pro-business Hindu nationalist who heads the Bharatiya Janata Party, will help Canada overcome the impasse.

Rentala Chandrashekhar, the president of the National Association of Software and Service Companies (NASSCOM), which represents India’s IT community, recently visited Ottawa to stress the negative impact Canada’s reforms are having on trade and the potential that further changes could make things worse for both economies.

Mr. Chandrashekhar, a former senior public servant with the Indian government, met with Immigration Minister Chris Alexander, senior officials with Employment Minister Jason Kenney’s department and Don Stephenson, the chief trade negotiator for the Canada-India talks.

“Most important is perception, the perception that the Canadian economy is becoming more closed,” Mr. Chandrashekhar told the Globe. “The perception that walls are being put up … [This] is not something that is very conductive to the kind of environment that you need for pushing forward the idea of a freer trade regime.”

Foreign workers issue delays trade deals – The Globe and Mail.