Thank you, Mr. Chairman. I would like to thank you for having invited us to appear before the committee with regard to chapter 1 of the Auditor General's spring report, which deals with the aging information technology systems of the Government of Canada.
As you pointed out, I am here with my colleague Ms. Corinne Charette, the Chief Information Officer of the Government of Canada. Ms. Charette is responsible for the Chief Information Officer Branch in the Treasury Board Secretariat, which provides strategic direction and leadership in the areas of information management and information technology for the Government of Canada.
I would like to start by thanking the Auditor General for her work on the issue related to the risks and aging of IT systems.
When Ms. Fraser appeared before your committee in April to speak about her report, she remarked that this was the first time her office had looked at how the government as a whole was managing the risk of aging IT systems. Her report made us recognize that we haven't taken a government-wide perspective on the risks posed by aging IT systems.
I would submit that this is not surprising, in part given our accountability structure. This is a structure where deputy heads are responsible for managing all aspects of their operations, including their enabling IT systems and infrastructure to deliver on their legislative mandates. When it comes to IT systems, each deputy head has the responsibility to identify their IT plans, development, maintenance, and investment needs. They also develop and implement IT spending decisions and ensure appropriate ongoing measurement of their IT performance.
As a central agency, the Treasury Board of Canada Secretariat isn't there to tell departments how to manage their organizations. Rather, we are responsible for establishing overall government-wide strategic direction for information technology through policies and policy instruments. We also support capacity development and the coordination of efforts and initiatives as required. We do this in consultation with departments. We also monitor compliance of the policy instruments and we play a challenge function in relation to new IT investments.
The secretariat also plays an important enabling role. We support all departments and agencies in implementing the government's information management and information technology strategies. We do this through collaboration, tools and guidance. However, I do not want to give you the impression that we have not taken into account risks related to information technology systems.
That is why, until now, we have looked at the risk of departmental IT systems on a case-by-case basis, and we have worked with departments on renewing critical systems, such as those regarding pensions, pay, employment insurance, case management, and others.
Ms. Fraser, the Auditor General, has encouraged us, in her report, to adopt a more Canada-wide perspective. In response to Ms. Fraser's report, we have committed to assess the state of IT systems across government. Our action plan sets out how we will do this. The first step is to collect and analyze relevant information. Our assessment will be completed by April 2011. Based on this information, the secretariat will provide guidance and direction to all departments in setting their technology investment priorities. All departments will be strongly encouraged to have a plan in place by April 2012.
Our objective is to work with departments so as to not simply replace existing systems with new ones. We want to work with departments to identify mission-critical systems and to identify common systems and platforms where consolidation could reduce overlap and duplication, where possible. Through this process the goal is to enhance effectiveness and find efficiencies, ensure that departmental legislative and business requirements are met, and improve service delivery to Canadians. To do this well, it will take some time.
The timing of this assessment aligns also with the administrative services review announced in budget 2010. Through this review we will be looking to streamline and standardize business processes, which are important steps, before we look at replacing aging systems.
IT systems are not an end in themselves. They support departmental mandates and government priorities. Movement towards streamlined and standardized business processes and platforms should mean we'll have fewer systems to replace and to maintain.
All of this work is vital to ensuring that IT systems in the government are effective and that they have the capacity to meet current and future business needs. We look forward to working with departments and agencies on this important field.
Corinne and I would be pleased to take your questions.