Government Operations committee  Thank you. Maybe I can start. When it comes to IT, especially with the managed service, those services are more and more commoditized-type services. It just does not make sense for the government to build its own cellular network, for example, or satellite-type services. This is

Government Operations committee  Thank you for the question. In terms of quantifying it in dollars, I don't know. Typically, we go through a competitive process. There is a statement of work. We establish service-level agreements with those organizations. Then they are measured based on the performance. They ha

Government Operations committee  Actually, the vast majority of our contracts are with Canadian companies, including small and medium-sized enterprises, but taking advantage of the private sector is key for us. A number of our key services allow us.... Again, we have no choice but to leverage capacity and the ni

Government Operations committee  Well, it is obviously the only solution available most of the time, especially when it comes to networking. For example, if we're in a specific country, it's not a Canadian company that will be able to deliver the infrastructure required outside this country. We typically have

Government Operations committee  Maybe I can start from a Shared Services point of view. It is on a case-by-case basis for us. With respect to the decision leading to whether or not we outsource, we follow a pretty robust process internally. All options are always being looked at with a focus, obviously, on be

Government Operations committee  Maybe I can start on that one. Thank you, Mr. Chair. Actually, you're right. It terms of professional services where typically we have resources on a per diem basis, even if contractually there's no transfer of knowledge in the contract, the reality is that they actually work as

Government Operations committee  It would be both. I was specifically talking about professional services on per diem basis, where it's a managed service or a contract was put in place for a project. Very often there is a provision in there for a transfer at the end, especially if what was outsourced was the cre

Government Operations committee  Thank you, Mr. Chair. Actually, it's very similar to what my colleague from PSPC said. Obviously, we're running a large portfolio of projects here at Shared Services Canada. The ability to grow fast is very often important. This is done by leveraging professional services in a n

Government Operations committee  Maybe I can add to that from Shared Services. As my colleague from the Treasury Board was saying, it's a combination of both. It's the specialized expertise but also just the incremental capacity that we need. The nature of our business right now means that the demand exceeds c

Government Operations committee  Thank you, Mr. Chair and members of the committee, for your invitation to appear today. I am happy to be able to address you today, and answer your questions along with my colleague. I'm the assistant deputy minister of networks and security at Shared Services Canada. I am jo

Government Operations committee  In terms of the wide use of that, I don't think so. It is difficult for me to answer, but from a network point of view, this is minimum. Sometimes, what can happen is that there are multiple options as part of a software package, so we might not be taking advantage of every sing

Government Operations committee  We could probably track it by department. Unfortunately, we do not have.... Many of those licences would be consumed by various federal departments. At that point, we would purchase the use of those licences on their behalf. We would have to go back to the various departments.