Digital Tape Measure Canada Framework,Portable Players For Music 2020,Woodworking Tool Stores Ottawa University,Multi Tool Makita Battery Test - Step 2
For the things that sometimes out of reach, you will no longer need a supporter. You will soon recognize the differences with the standard tape, which often requires things like a metal frame hook or lock to get firm support.
Additionally, your wrist will feel more comfortable with the rubber strap, and you can also bring it to different places. Instead of the standard yellow, they produce it in white to remove shimmers on the band. Lightweight but still own a rubber case is also a new update belongs with its no slipping grip. These improvements lead to more standing out rates than our expectations. Evaluated throughout the entire production process, Komelon proved the quality as well as the craft qualification.
I love not worrying about locking, especially when you are in a large moving project. Tougher, tougher, and tougher are all the descriptions for the new extended performance of Dewalt. Not only famous for an affordable price with great features, but it is also easy to measure.
The extra-wide end hook catches construction material from all four sides making the items easy to grasp when. I have some advice for you on this dual-core spring. Whenever the problem comes from the spring, you can replace it. However, getting a new spring, the old tape does not usually work well or at least cannot retract as smooth as it used to.
Certificated with MID standards Measuring Instruments Directive , your project will go further and easy to grip with Magnelex solid rule. The internal system has superior functionality and components, so it does not break down. Covers by nylon on both sides, the blade will protect your tape from being unbreakable.
Even though getting stuck between boards sometimes, this tape keeps running to show you how secure its inner system is. The graphite marking device is proprietary, which comes preloaded and available to score. The inner steel wheel applies a graphite line exactly where you want it.
One big note is that the longer the line can draw, the more it was vulnerable to curvature. It is not a tape measure error since this is a typical case when the tape hook is in a fixed location. Imagine if you are a real pro. And a good partnership will soon free you away from the stress. Self-centering its name has given us all the clue, this innovation makes it fast and straightforward to find the midpoints of the measurements.
Carefully notice the red scale to see the middles beneath the black ruler of the actual inches. You can call this item the pressing tape since most of the features are active and inactive only by pressing. What a 4. This technology mate will give you more confidence before cutting anything.
Blade block is becoming visualized than ever, press and release the button you will have the tape is lock and unlock. More than that, the dual memory can be recall and display in M1 and M2 mind. Remember the two opposite small red buttons near the blade lock. Just need one press, you will run the process the whole time.
With exclusive features to support the rush task in the changeable environments, an innovative scribe manual helps you to scribe circles, straight lines, and arcs without a trammel need.
The tape makes it much easier to scribe. Having a foot blade that is stable enough to straighten out eight feet without bending. Polyester sleeve covering protects against corrosion and tears on the prints. High-impact, durable ABS case with simple grip, molded rubber housing.
What a long journey to see the updates from Milwaukee products over the last six years. Improvements from the manual rolling tape to the wooden folding stick. The manual rolling tape stores in a plastic case while the wooden tape is around the size of a ruler, even at their smallest. The blade still flawlessly pulls out and removable. What a real warrior! Spending the whole day on measuring, you will soon feel the need for an open area where you can use your finger as a break.
The tiny brake can work with the middle, the index, or even the ring finger. Included the double-sided magnetic tang and double-sided gradation markers to lay conduit, cord, and ranges. Besides that, this tape lovely adds some more handy advantages for you like a belt clip, a nylon-coated hammer, the tape lock, and even a duct bending table for offsets and saddles. Anti-slip rubber surrounds with stainless coated shell, grips in the most challenging conditions.
It bounces off concrete many times without breaking down completely. Ultimately, we knocked it up a bit and snapped off some parts of the thumb lock, which ensures that when you eventually drop it below belt-height. Best overall performance for longevity and accessibility, EMPIRE 25FT Tape Measure adds tremendous value to the measuring world with its auto-locking, nylon-coated blade and fractional markings.
The tape naturally locks the blade into place instead of forcing the thumb locks down to hold the edge extended. When it is time to retract, a light push in the button, then the blade will release and rewind automatically.
Finally, you can check out the most extended range of all measurements. As a particular need, the robust case made of stainless steel offers a slip-free surface and prevents drop damage. OX 35FT Tape Measure is a reliable tape measure that the end of the bullhead is useful to hook stuff and get an exact measurement without slipping off. For the significant applications, the necessary fractional markings approved by the industry, more catching to read and calculate.
So, the buying decision is yours now. I would like to prove it for you; therefore, I list out here five main things to consider and check with notice before picking it home. Tip for you before choosing the field for your tape measure. You should estimate the average range of your daily measurement, specific them in feet and meter, then pick an item that is over your average scale.
And a typical tape ranges from 10 to 25 feet. Notice that you work in different environments; therefore, find the one that can flexibly fit from the darkness to the sunlight. My advice for you is a backlit screen, which can help you with the display as simple as you can ask. It is important to find a reliable power source that can stand for long hours.
Too much time for charging will remove your mood of applications. Moreover, the auto shutting off function can save the tape battery, especially when it is a household item. In case you need a better back up, you can consider a tape measure that has the rechargeable or replaceable power source.
The more complex your job is, the larger the mind your tape measure needs to have. Some small models can store a variety of databases, which can minimize your taking note time. However, you should not bias the storage if your demand is a fundamental task; a lower mind is suitable enough to please you with the price tag. You are a professional pro or a home buyer; you all have your ideal tape measure. Various modern features are the best fit for a real measurer; for example, the laser feature can help you reach both volume and area.
The others do the calculation based on theoretical geometry. One more thing this is the portability. Lightweight for more accessible storage and the portable feature can comfort you even in the most stressful situation such as a band that you can quickly add to your wrist.
After having your dream tape measure, you have to checkup this product daily as a routine for a better partnership. Carefully note down my advice, and start maintaining your tape now! Every metal tool requires dry condition but not the heat from the sunlight. The direct light and heat will revenge the blade from swelling or stretching. Besides that, water on the edge will lead to rust and scrubbing down the film as its rewinding.
Today, the government is working to modernize the Access to Information Act to ensure that the system is responsive to the needs of contemporary users. This portal, designed through user testing, uses artificial intelligence to enable requesters to search for summaries of previously released Access to Information requests and to help requesters to identify which institutions would likely hold the information they seek. It also allows for electronic payments and electronic transfer of the request to federal institutions.
To reduce the administrative burden on federal institutions and to improve service to Canadians, efforts are currently underway to digitize the end-to-end access to information and personal information requests by The practice of releasing information of interest to Canadians proactively, rather than requiring public requests for government information, is a major cornerstone of an open government.
The government has strengthened this practice in the recent amendments to the Access to Information Act and will continue to make more information proactively available. The release of government research, program performance evaluation, and other information helps assure Canadians that government decisions are evidence-based.
All public servants are responsible for information management, and CIOs have special responsibility for ensuring that information is properly managed through its life cycle and is available to Canadians when appropriate.
CIOs should consider designating an official responsible for open-by-default and proactive disclosure. Other initiatives, such as the launch of a Government of Canada wiki available to the public and the Open Maps portal, will also proactively provide information to Canadians. Citizens want to be consulted and their views considered as part of policy and program design, and they want access to digital tools to better participate in policy and program development.
Government consultation and collaboration help improve services and policy in a variety of ways. For example:. The government has made significant advances in digital collaboration in recent years.
A relaunched Consulting with Canadians website provides a central portal for people to search for and respond to consultations across government. GCcollab has been launched to enable document-sharing and collaboration with stakeholders across silos and jurisdictions. In addition, government is increasingly using sites such as GitHub, Google Documents or social media to co-design elements of policy or services. This work will continue.
Consultation and research with users must be incorporated into service and policy development, and CIOs should identify opportunities to use collaboration and co-design within product development. Rather than exclusively using government tools, the government should also leverage open platforms, such as GitHub or social media, to collaborate with Canadians and experts. The GCcollab tool that has enabled public servants to work collaboratively with academics, community organizations and members of the public will be relaunched and iterated in , with enhanced features, more user-friendly interfaces and a more accessible sign-up system.
As announced in Budget , the government is also developing a platform for regulatory consultations where respondents can comment on specific clauses of proposed regulation. A government is only truly open if it is open to all people. Accordingly, accessibility and inclusion is a key component of digital government. Furthermore, services must be accessible by design, meeting or exceeding accessibility standards, and the testing and research to deliver excellent experiences for users must be inclusive of those with distinct needs.
Users with distinct needs should be engaged from the beginning to ensure that what is delivered will work for everyone. User-centred service design UX , as discussed in the previous chapter, can assist with this. The act seeks to help identify, remove and prevent accessibility barriers in areas under federal jurisdiction and within the government.
The government has recently created a new deputy minister position for public service accessibility and is working to remove barriers to accessing government information and services, as well as ensuring that all public service employees with disabilities have the tools and support they need to contribute to their full potential.
A Public Service Accessibility Strategy and Action Plan will be released in to guide further actions in this area.
This strategy and action plan will explore what guidelines, training and tools on accessibility by design are needed to ensure that the public service has the expertise and awareness to promote accessible government. The strategy will also study and recommend potential changes to government administrative policies, such as making accessibility and usability fundamental criteria in IT procurement rules beyond the use of vendor statements.
Additionally, if passed, Bill C will extend accessibility requirements to government documents, expanding the requirements under current Treasury Board policies that all government websites be accessible.
Departmental officials must work to incorporate the digital standard of accessibility by design into their work as a standard practice. Consultation and collaboration are important components of policy-making, but these must be inclusive and accessible to identify the needs of diverse populations.
Departments are responsible for consulting with Canadians and reporting on these consultations in proposals. The government is working on increasing the inclusiveness of consultations using digital tools and new techniques. A digital government builds digital delivery into its operations and service design, and provides the required tools to digitally enable interactions across the public service, and through all windows and service channels windows, including traditional avenues such as over the telephone or in person.
Digital can no longer be an afterthought in operations, service design or program design. Departments are encouraged to use the digital standards as a first step in developing policy or program proposals, and central agencies are encouraged to use them as a lens when reviewing proposals or playing a challenge function.
This ensures that government operations, service and program design are optimized for digital, and leverages those principles and standards, regardless of the channel through which the service is delivered. This digital service design should build in privacy protections and accessibility by design, in line with the digital standards.
Privacy must continue to be an integral consideration in the design of digital operations, programs and services; robust privacy practices and privacy breach management are foundational measures for supporting a more digital government.
As the government moves toward enterprise-wide digital solutions and initiatives, for which responsibility is shared between institutions, the protection of personal information needs to be considered at the outset, through a Privacy Impact Assessment, which can identify ways to minimize privacy impacts and mitigate risks.
This will support the protection of privacy for integrated and online service delivery. Cybersecurity and information management are both important enablers that support privacy protection, and these are discussed in section 4. While services are increasingly delivered online, human interactions will continue to be an important part of service delivery.
Digitally enabling front-line services is about ensuring that the tools needed for in-person interactions between service providers and Canadians are available and accessible. The government will work to ensure that front-line services are enabled by digital tools, such as databases and telecommunications systems.
Sometimes the words we use, and how we organize them, can make it difficult for people to find and understand government information and services on Canada. For each project, the Digital Transformation Office co-creates prototypes, sets concrete usability targets, and runs usability tests with Canadians, trying to improve to address specific questions that people have about specific federal services.
Considering the high numbers of visits to in-demand pages, such an increase in task success rates is significant. Ultimately, it means people spend less time looking for the answers they need from the government. Further information is available on the Improving content on Canada. Work is also taking place to improve the design system basics of the Canada.
Departments must also use user-based research and design methodologies, as described in Chapter 1, in developing their communications. Digital government involves connecting to citizens and users where they already are rather than expecting people to engage with government on its terms.
This means making government accessible on any device, through any communications channel and working with any platform.
The OneGC vision of interoperable systems, data-sharing and greater integration between services described in Chapter 1 will support the delivery of services on any device, any platform and working with any trusted partner.
Departments should make their service and information channels technology agnostic, meaning that citizens and clients should be able to interact with the government through their preferred platform rather than being forced to use a platform preferred by departments. For example, departments should not force clients to send information by fax or mail without compelling business reasons. Previously, student loan documents required physical signatures and needed to be mailed, but since , the National Student Loans Service Centre has accepted electronic signatures and online submissions.
Canadians and business want to use mobile options to interact with government data and obtain government services. As part of the overall web strategy, it was announced in the to GC IM-IT Strategic Plan that the government will develop a strategy and framework for the development and management of mobile applications that are easy to use and trusted. Approved government mobile applications will be identified on Canada. However, mobile applications should be created only in appropriate circumstances when there are clear use cases.
Device-based mobile applications must be provided only to enhance information and services available through Government of Canada websites and Web applications. Before creating a downloadable mobile application, departments must develop a clear use case and determine whether more accessible options will achieve their desired results.
These smart programs help people organize their lives: they can maintain calendars, organize shopping lists, pay bills and search for information on demand, and more. And with the pervasiveness of smartphones, such programs are becoming widely available and used.
The government is working to make government information easier for personal assistants to search, so that these devices could serve as a window to access services in the future. Consistent with the policy approach on optimizing for mobile devices described in the section above, government interfaces through personal voice assistants must be an optional information channel that complements rather than replaces other information channels for those that opt in to these third-party platforms.
Canadians rely on the government for programs and services, which in turn depend on reliable, authoritative data and enabling IT capabilities to ensure successful delivery. Accordingly, processes to manage technology and information assets are key enablers of the digital government vision. Specifically, it is important to ensure that regardless of location, Canadians have a consistent experience when interacting with the government.
The design and delivery of technologically enabled services must consider latency, bandwidth, infrastructure, privacy, security and service levels. Modern solutions are enabled by and in turn enable the use of reliable, authoritative data to inform decision-making and innovative approaches to both policy and service delivery.
Data stewardship is critically important to:. To continue providing programs and services for Canadians, it will be important to prioritize the renewal or replacement of at-risk IT infrastructure and systems. New mechanisms such as cloud and other service delivery models are being established to improve the stability of existing systems and services, and to better balance infrastructure supply and demand. While progress has been made to rationalize applications, the government still operates more than 8, applications.
In addition, current system health indicators signal that more work is needed to address the risks associated with aging IT. The government must embrace the innovative and responsible use of new and emerging technologies while keeping in mind users, accessibility, security, privacy, and good data stewardship and information management requirements.
Addressing this reality requires vision, a commitment across funding, leadership and change management, a plan to deliver and, most importantly, solid execution. CIOs and their staff have a leadership role in delivering on the digital government vision by collaborating, learning, innovating and working more strategically across established silos.
It will also be important that they work in partnership with business owners in operations and program and service delivery to ensure an integrated digital government approach. A modern, sustainable, reliable and robust technology infrastructure enables horizontal digital service delivery, collaboration and information-sharing across government and with citizens, external business, stakeholders and partners.
It is also a critical enabler of the shift to client- and service-centric program delivery and the establishment of government digital services. This includes connectivity infrastructure, which is needed to use web-based digital tools, engage with Canadians and link to cloud services, and is thus paramount to delivering on digital government.
The infrastructure required for effective information stewardship, data centre operations, and connectivity to cloud systems is likewise critical to achieving this vision. This has prompted the government to focus on a data centre consolidation strategy that advocates transitioning to a limited number of modern enterprise data centres.
While the government has made progress in advancing this strategy, the government continues to operate over legacy data centres, which support service delivery or business functions, including mission-critical operations. In parallel, the IT industry has been increasingly commoditized, making it more cost-effective to treat IT services as a commodity, to be procured from and delivered as a service in cloud deployment models.
In a cloud model, vendors are responsible for maintaining and renewing the infrastructure, upgrading applications, and adding new capabilities, and customers purchase computing power on demand rather than acquiring and operating the infrastructure themselves. This model enables ubiquitous access to shared systems and higher-level services, all of which can be rapidly deployed with minimal effort, leading to improved coherence and economies of scale.
The trend of increasing commoditization and deployment of cloud models is certain to continue, although the rate of change from traditional to commoditized services is unknown. TBS will continue to provide policy direction and guidance to CIOs, including the cloud-first policy requirement of the Policy on Management of information Technology.
Given the risks posed by aging data centres, TBS and Shared Services Canada are leading a workload migration initiative, working with departments and agencies to migrate their applications from legacy data centres to new infrastructure in either enterprise data centres or cloud services. Care is always taken to ensure that both mission-critical and other applications are stored in the appropriate environments, and that applications are supported by technologies and procedures that ensure their availability.
However, this choice is not entirely binary. In making their decision, CIOs will need to consider which portion of their application portfolio is both appropriate and ready for each stream. In addition, the cloud landscape can be generally be divided into 2 models: public cloud and private cloud models. In a public cloud model, government organizations share secure tenancy with other consumers of a cloud service, including private companies, non-profits and individuals.
By contrast, a private cloud is dedicated to the needs and goals of a single organization. In this model, the government would therefore be the only tenant, provided on either vendor or government premises and managed either by a private service provider or by the government. The Canadian market is currently well served by major public cloud service providers, who are already delivering services to the government, and public cloud services will be the priority choice for CIOs when choosing a cloud deployment model.
The government faces the question of how to introduce private cloud into this landscape for use cases that cannot be served by public cloud for example, secret information.
This includes determining how to scale private cloud services, as demand may rise and fall over time. To mitigate the risk that the government over-invests in private cloud service and ensure that private cloud services are sufficiently scalable, Shared Services Canada will conduct a proof of concept designed to evaluate the scale and scope of government private cloud service requirements.
Accordingly, adoption of cloud services delivers modernization benefits, but not without also requiring changes in governance models, risk tolerance, culture and the workforce. CIOs will ultimately need to determine the pace at which they migrate to cloud services. For some departments, this transition will likely occur over the next few years; for others with unique business requirements and or customized systems, the transition may be longer.
Drivers behind the pace of migration include investment levels, the extent of the risks associated with aging technology and transitional disruption, organizational culture, and workforce skill sets.
In creating a cloud-first requirement in the Policy on Management of Information and Technology , the government has assessed the potential risks posed to data sovereignty, data residency, security and privacy.
It bears noting that perhaps the most critical risk mitigation strategy that department and agencies can implement in adopting cloud is to build a cloud-savvy workforce. For departments and agencies that migrate to the enterprise data centres, Shared Services Canada will provision and operate the platforms required to host departmental applications. TBS will also work with Shared Services Canada to establish an application hosting funding model that allows CIOs to allocate funding according to their target decision that is, cloud services or an enterprise data centre.
The government requires a diverse network landscape to deliver on its digital government vision. Indeed, the digital workplace increasingly includes more open, collaborative use of digital tools and the transmission of information, all of which increases network demand. Cellular networks are likewise needed to maintain employee productivity and contact with the office when travelling or working virtually.
Dedicated, reliable network connections to cloud service providers are also a prerequisite to government cloud adoption at an enterprise scale, ensuring CIOs can fulfill their cloud-first policy requirement. This diverse landscape of networks will continue to evolve as data volumes increase and data locations change over time.
IT service management refers to the planning, delivery, operation and control of IT services provided to clients. While departments and agencies have historically implemented their own tools, Shared Services Canada will procure and make available a common set of IT service management tools for departmental use.
This will enable IT service management consistency across government, reduce the overall cost, and should reduce service request fulfillment times. Canadians rely on the government to provide secure digital services in a way that protects the information they provide to the government. Canadians who use government services must have confidence that:.
As the shift to digital services increases and the government modernizes its technology and IM and IT practices, it must also continue to evolve its defences. If not managed well, however, making information and data more open could risk exposing networks, systems, devices and data, including personal information, to malicious or accidental breaches.
This is just one reason why strengthening IT security is paramount. The government must therefore establish a secure and resilient enterprise digital security ecosystem in which government services are delivered safely and securely. Building in privacy and security from the outset and using an information-centric approach will enable the delivery of reliable services that grant access to protected assets to trusted and verified users only.
Proportionate security safeguards, based on the sensitivity and value of information, must be implemented with due consideration for ensuring minimal impact to the user. Taking a pragmatic approach to implementing security measures will help manage cyber and IT security risks and costs, and help provide a seamless and frictionless experience to the public.
A trusted digital identity system is fundamental and is a key enabler of seamless and frictionless security in digital systems. TBS will continue to evolve external and internal authentication. This includes enhancing Sign-in Canada, the authentication service for external, public-facing services, so that it can accept trusted digital identities from provincial and territorial governments.
To support internal government workers, TBS is working with Shared Services Canada to implement common internal identity and credential processes and technologies tailored to the level of assurance required for particular business processes. When developing digital services that require digital identity authentication, departments will make use of these common enterprise solutions to enable access to government services for authorized parties.
TBS, Shared Services Canada and other departments will continue to work together to minimize the misuse, whether malicious or accidental, of any account that has elevated privileges.
Sharing personnel screening information more quickly will also help reduce the risk of insider threats. With the increasing sophistication and frequency of cyberattacks, the government must continue to be vigilant and strengthen its defences.
By using an information-centric security model supported by a trusted digital identity, the government will have the means to protect assets including devices and information throughout their life cycle. Establishing a real-time, enterprise view of the current status and configuration of government end-point devices that are authorized to use secure end-point profiles means that the government can identify end-point devices that pose a risk to the enterprise and respond to threats and attacks more effectively.
Departments must ensure that systems are well maintained and administered through their life, including protecting devices and interfaces, especially those that are used for administration that are frequently targeted.
By applying a defence-in-depth, layered security approach, the government can continue to keep pace with evolving technology and practices and implement adequate safeguards to protect government information and assets. This includes establishing additional trusted interconnection points to act as a gateway to access cloud services and to protect cloud-based workloads from direct attacks from the Internet.
Protecting sensitive information and preventing data loss is further supported by using secure communication tools such as the Government of Canada Secret Infrastructure, a single, common and integrated enterprise-wide secret-level network that enables secret-level classified data to be securely transmitted, stored and processed across departments.
Delivering secure and trusted digital services requires systems and applications to be built with resiliency against cyberattacks from the outset, as part of its design, implementation, operation and management.
As the government adopts Digital Tape Measure Canada 00 more agile and iterative processes for development, it will have to focus on security and privacy from the beginning. Using secure protocols by default, such as HTTPS, will help protect the information that Canadians provide to the government through its publicly accessible websites and web services.
Consideration must also be given to how delivery of the digital service can continue in the event of technology failure or compromise.
Even with the protective measures outlined above, cybersecurity events including cyberthreats, vulnerabilities and incidents will inevitably occur, and the government must be prepared for them. If modern technology is an essential enabler for digital government, procurement modernization is an equally essential enabler of modern technology.
Governments cannot reasonably hope to have a portfolio of modern technology if procurement cycles continue to take years and deliver products that have begun to become obsolete.
Departments have been challenged by complex and time-consuming procurement policies and processes that have made it difficult acquire goods and services in a timely manner. This has been particularly true for technology-related procurements, and this procurement complexity contributes to the length and expense of projects. These difficulties with procurement undermine transformation initiatives and have operational impacts on the delivery of services to citizens and businesses.
CIOs need to be part of the solution to these procurement difficulties. The role of CIOs is evolving from that of IM-IT service providers into strategic business partners, innovation agents, business enablers and catalysts for enterprise transformation. TBS, in partnership with Public Services and Procurement Canada and Shared Services Canada, is leading a government-wide initiative to identify and support key improvements in the federal procurement regime.
Departments should take advantage of existing multi-departmental contracts when investing in technology solutions to meet common needs; this will allow departments to implement technology needs without duplicating procurement processes.
In cases where multi-departmental contracts or tools do not meet business requirements, departments will discuss other options with TBS, including agile procurement. Departments are required to keep TBS up to date on their planned procurement activities through IT investment plans. Consideration should be given to agile development, regardless of contracting vehicle or approach. It will also be important to include accessibility by design for consideration in procurement.
Where a customized or in-house solution is identified as the best option, application development teams should adopt modern and agile approaches to development to enable greater adaptability to evolutions in both business requirements and enabling technologies and, in many cases, delivery of greater value for business owners and clients.
They must also take into account the increasingly complex ecosystem of interdependent software architecture, infrastructure and processes within departments and across the enterprise. Agile procurement favours shorter contract periods with more off-ramps, with building solutions in a modular fashion that allows for change and iteration of both the requirement and the supplier, and with taking a test drive to try before we buy.
In the fall of , Shared Services Canada began awarding contracts to cloud services providers qualified to host data at the unclassified level. Aligned to the relief valve strategy outlined in the Management Summary and Recommendations: Shared Services Canada Resource Alignment Review , a light-touch brokering model was launched whereby Shared Services Canada provides cloud subscriptions to departments from which they provision, manage, and operate cloud resources and services.
Shared Services Canada will continue to support a light-touch brokering model as it moves forward with procuring public cloud services qualified to host protected data. Complementing the light-touch broker, Shared Services Canada will add optional services to accelerate public cloud adoption and reduce time to achieve compliance with the Direction on the Secure Use of Commercial Cloud Services.
One such initiative will make available reusable, self-service provisioned architectures, templates and policies for the highest-demand public cloud service providers.
To accelerate this work, Shared Services Canada will leverage work completed by pathfinder departments. As indicated above, public cloud services will be the priority choice for departments when choosing a cloud deployment model.
Shared Services Canada will also complete proof of concepts for private cloud, as outlined in the IT modernization section of this document subsection 4. The outcome of these proofs of concept will inform governance decisions regarding the brokering of private cloud services at the Government of Canada Enterprise Architecture Review Board.
Departments will use private clouds where needs cannot be met by public clouds for example, secret information. As with other cloud services, the SaaS market trend is a potentially disruptive way of doing business and has many benefits. This approach allows software products to be acquired not as a one-time purchase but rather as an ongoing service. This approach:. Public Services and Procurement Canada will undertake activities to create a source of supply for a wide range of SaaS products.
Hosting software in the cloud or managed services can often be misrepresented as SaaS. While these are legitimate service models, they do not maximize the benefit the government seeks from SaaS.
As noted elsewhere in this Strategic Plan, departments need to promote a learning culture to help enable digital government transformation. For procurement modernization, this means supporting solutions architects and developers to:. As noted in subsection 4.
A number of IT modernization initiatives are underway that support the transition to digital government and that reflect the new role of the Office of the Chief Information Officer of Canada and the roles of TBS, Shared Services Canada, Public Services and Procurement Canada, and other partner departments in this new paradigm.
Departments have traditionally operated their own email systems, resulting in business and cost inefficiencies. Shared Services Canada as the service provider and TBS as the enterprise business owner are developing a strategy for next-generation email services for the government.
Direction is being established to leverage the opportunity to procure a larger suite of communications tools for the government, including email services. To align with this direction, the current suite of GCTools will evolve into an open and accessible digital workspace , discussed in subsection 5.
A platform for government-wide interoperability will lay the foundation for achieving the data-sharing vision of getting the right information to the right people at the right time while respecting privacy requirements. This will be critically important for the successful implementation of tell-us-once approaches and integrated services, as discussed in Chapter 1.
TBS will continue to work with departments and partners on building a digital exchange platform and providing a digital exchange toolkit that includes a suite of modern integration tools for example, identity management and data transfer systems. This toolkit will serve the needs of a digital exchange ecosystem and enable the secure exchange of data between centralized systems, departments, governments and the public.
The capability to link internal departmental information with solutions for delivering programs and services will enable greater government-wide collaboration when designing digital services, while respecting privacy requirements. It will also enable business process improvement within the government and across jurisdictions, leading to improved program and service delivery for citizens and businesses.
Through the creation and use of a governance framework policies, directives, guidelines and open standards for the digital exchange ecosystem, TBS will:. The use of open standards ensures interoperability between products and systems, and maintains flexibility within the IM-IT environment. Similarly, the use of open source software supports interoperability and information-sharing, and should be considered in the assessment of IM-IT solutions.
Open source products are publicly available, and the availability of their source code promotes open and collaborative development around their specifications.
TBS will lead the development of a strategy to set direction for the government on the use and release of open source software and open standards that will be ratified using the Government of Canada Enterprise Architecture Review process. An API is a structured set of computerized protocols, automated processes and tools for building software applications, which makes it easier to develop programs by providing pre-constructed building blocks.
APIs provide digital capabilities, and since they can be combined and reused to create digital services, APIs are increasingly becoming the way to facilitate sharing of government data and information. TBS will develop an API strategy for the government to help make the development of programs and digital services quicker and more cost-effective.
The volume of data that governments, businesses and Canadians produce is growing exponentially, driven by digital technologies. Organizations are changing their business models, building new expertise, and devising new ways of managing and unlocking the value of their data. Governments need to evolve rapidly to keep up and work in an integrated way to use data as a strategic asset that contributes to better operations, programs and service delivery.
Canadians value a government that is open with respect to data and other business information but balances openness with protection of their privacy. It is also important that recipients of services are confident that authoritative sources are used and decision-making is evidence-based. How the government collects, manages and governs data, and accesses and shares data with other governments, sectors and Canadians, must change.
Data has the power to enable the government to make better decisions, design better programs and deliver more effective services. However, we must refresh our approach for this to occur, and share data in a way that allows other governments, businesses, researchers and the not-for-profit sector to also extract value from data. The roadmap identifies strategic priorities for a unified and collaborative approach to manage government-wide data as an asset while respecting privacy.
Implementation of the Data Strategy Roadmap aims to support improved decision-making and enhanced services to Canadians and a more transparent, collaborative and digitally enabled public service. The goal is to set a foundation so that the government creates more value for Canadians from the data we hold while ensuring the privacy and protection of personal information. Given the importance of data to supporting a digital government vision, the initiatives in the Data Strategy Roadmap complement, may overlap with, and are in some cases identical to the priorities identified in this Strategic Plan.
When paired with modern integration tools to enable exchange of data and information between enterprise systems as well as between departments and governments, interoperable platforms are the backbone of data and information-sharing, data analytics and end-to-end services. Investments in interoperability will enable a modern workplace in which employees have the tools and data needed to keep pace with the expectations of the Canadians and businesses they serve.
Seamless exchange of data and information, regardless of the underlying technology, will improve data integrity, enable the tell-me-once principle, and lead to improved operations, programs and service delivery. As noted in subsection 1. This type of information interoperability will be a critical enabler for tell-us-once approaches and seamless services. To maximize the value and strategic use of data, dimensions of quality such as accuracy, timeliness, relevance, accessibility, interpretability and coherence according to intended use must be applied.
Statistics Canada, for which data quality management and quality control are core business activities, and TBS, which supports the development of administrative policies for the government, in coordination with other organizations, will develop, implement and support data quality management strategies, policies and practices for a comprehensive data quality framework. The proposed framework will be adaptable across government while establishing common enterprise-wide standards to ensure interoperability.
Digital assets have a longer shelf life than their supporting technologies and can be vulnerable to degradation, corruption or loss. A government digital preservation working group established by Library and Archives Canada shares common challenges and works toward facilitating long-term retention of digital assets.
The work of this committee will be leveraged and expanded to develop guidance, including best practices and standards. As noted in Chapter 2, Canada has made significant progress in maximizing the release of government data and information. This is enabled by technology, and the government has taken important steps to improve the functionality and reliability of online infrastructure for open government.
TBS has worked with ODX to deepen insight into the commercial open data landscape and to understand what challenges need to be overcome in order to make Canadian open data companies more competitive.
In the last two years, ODX has incubated 15 new data-driven companies, and it has more work planned in future years to continue to promote the use of open government data among Canadian companies. In an open and distributed operational environment, there is a risk that business-critical data becomes redundant, inconsistent and scattered throughout the enterprise. Master data management is the processes, governance, tools, rules and technology required to create and maintain consistent data formats across organizations and over time.
It focuses on common critical data elements and establishes strong governance around them. Effective master data management can:. TBS will work with key business owners, starting with Statistics Canada, to establish a government-wide master data management program to formally identify standard data elements and single authoritative sources for key information domains.
Delivering the digital government vision will also require the government to use new technologies in innovative but responsible ways. This means following the digital standards of iterating, improving frequently and designing ethical services. Responsible use also involves being careful about when and how new technologies and approaches are adopted but without becoming paralyzed by risk aversion.
As new approaches are implemented, the use of pilots and iteration will be key to adapting government operations to these new approaches and manage risks. The strategic use of automation can free up scarce resources to focus on needs elsewhere.
The government announced in July that it would be running select pilot projects on the use of artificial intelligence, machine learning and automation in public administration. The use of automation and artificial intelligence also requires careful attention to the issues of potential bias, impacts on diverse populations, risk, and managing compatibility with administrative law.
To begin to identify and navigate these issues, TBS developed a working paper on the responsible use of artificial intelligence in the Government of Canada using an open-by-default and collaborative approach that engaged experts, industry professionals and the public.
Work is now ongoing in developing a Directive on Automated Decision-Making and an Algorithmic Impact Assessment to provide an assessment framework that helps institutions better understand and mitigate the risks associated with automated decision-making systems by providing the appropriate governance, oversight and reporting, and audit requirements. The tool is being developed with open collaboration.
As more use cases of automation and artificial intelligence are explored and adoption advances, more policy guidance, tools and training will be developed to help ensure that departments and public servants are using this technology in innovative and responsible ways. Blockchain, or the distributed ledger, is the underlying technology behind crypto-currencies such as Bitcoin. It involves storing information in distributed leaderless locations, continuously reconciling that information with the rest of the network.
This application may have potential for addressing data integrity issues, reconciling systems automatically, and enabling automated trusted transactions, among other uses. Blockchain use cases and the practicality of blockchain-based applications are still being explored by governments around the world.
The government announced in July the intention to run at least 6 select pilot projects on the use of blockchain. Public servants are key to everything the government does: the services it delivers, the policies it develops, and the transformation initiatives within government. None of what government does would be possible without the work of public servants. To be successful, digital government must help digitally enable public servants to ensure they have the tools and the skills they need.
Recruitment excellence helps play a role in enabling the public service overall. In addition, a digital public service needs to work across silos and build multidisciplinary teams, consistent with the digital standards. Technology and tools are a force multiplier for the public service. They allow public servants to more effectively, efficiently and economically deliver on the digital government vision and government services.
This also includes tools that effectively enable public servants to collaborate across regions and departments in an integrated, seamless way to deliver the best results for Canadians.
Workplace technology devices are essential for a modern workplace and a collaborative, mobile workforce, as also outlined in the Blueprint vision. The Government of Canada encourages an open and collaborative work environment where mobile devices are used. Mobile workstations allow employees to bring devices to meetings or collaboration spaces, and de-tether workers from their desks.
For those who require being in frequent communication, smartphones allow public servants to keep apprised of developments and communications even when they are not at their desk or looking at a tablet or laptop. These mobile devices can also enable public servants to telecommute and work while on official travel. Work will continue to support the full adoption of these tools and ensure that they are reliable.
Wi-Fi service is essential for effective workplace mobility and has other benefits, such as improved employee productivity and potentially decreased infrastructure costs, compared with wireline installation.
Departments should ensure that workplace technology devices meet the Blueprint vision and promote mobility. Mobile workplace technology devices can enable telework or virtual work for public servants for whom remote working is desirable and an option in their role. Virtual work involves working from various locations, which could include home in some cases, other regions or offices. Virtual work provides flexibility for workers, but can also enable public servants to work across regions and allow the public service to draw on people who are not located in the same region as a physical office location and who do not want to relocate.
To enable virtual work when appropriate, departments should ensure that they have secure remote access infrastructure and procedures in place. Increased access to video-conferencing supports the collaborative operations of virtual teams across departments, time zones and regions, and collaboration between different departments or governments. Departments are currently working to re-engineer in-house video-conferencing facilities to enable full interconnectivity across the government, as previously identified as a priority, and Shared Services Canada will also work on enabling video-conferencing at desktops when needed.
Employees are able to easily connect and share information and work across departments and geographic boundaries, resulting in better service to Canadians. GCTools that support government requirements for accessibility, official languages and collaboration with external partners will be further developed and integrated into other applications. The current suite of GCTools will evolve into an open and accessible digital workspace, which will allow employees to easily connect with the information, colleagues and external partners they need to work effectively.
The open and accessible digital workspace will also provide simplified access to other activities such as staffing, learning and professional development. In line with the digital standards, departments should make collaboration and appropriate information-sharing an open-by-default expectation of employees. Therefore, the adoption of GCTools should be part of standard practices for employee onboarding throughout government.
As we embrace a more data-driven digital government, public servants will need access to data analysis and visualization tools.
In data-driven roles, such as data scientists or policy development involving statistics, access to these tools is a basic part of the software toolkit, similar to a word processor. CIOs should make it a priority to facilitate access to data analysis and visualization tools to public servants in their departments.
To effectively deliver digital government, public servants need to develop digital skills and a service mindset. Professional development plays a critical role in allowing public servants to develop new skills, refresh their existing skills, or upskill for new, evolving requirements. In an age of fast-moving and ubiquitous change, it has never been more important to invest in sharpening and updating skills.
Technological disruption, changing approaches and digital government will require public servants to have new skills and competencies. To help public servants and the public service adapt to this evolving digital environment, TBS will work with partners such as the Canadian School of Public Digital Tape Measure Canada 10 Service to identify competencies for the digital age to better understand how the current skills profile of the government needs to evolve.
To effectively enable digital government, the public service must promote digital literacy among all public servants. Digital literacy goes beyond basic computer skills, and public servants need to be able to use various technologies to extract high-value insights from the wealth of available information and data, use collaboration tools, and communicate in digital spaces.
The Government of Canada is launching a Digital Academy with the goal of increasing the offerings available to public servants who want to increase their digital literacy and understanding of key areas such as service design, data analytics and new technologies as they apply to their work.
Informed by examples in other jurisdictions, we will build a made-in-Canada model that will lead to better understanding of how digital can improve how government functions and allow better services. The development of the Digital Academy will be especially guided by the principles of open by default, collaborating wisely, and iterative development.
Initial courses were piloted in September , and the government will aim for this service to be available beginning in In addition to broad digital literacy initiatives, the to GC IM-IT Strategic Plan announced that the government would design an engagement and awareness program for all public servants to enable them to become more data-literate and learn the required competencies for evidence-based decision-making.
To help public servants enable a digital government, departments need to also make professional development a priority, including by ensuring that employees have the opportunity to participate in learning and development opportunities.
In an age of technological transformation and disruption, professional development will ensure that technology professionals in the government are able to keep up with evolving requirements, new technologies and new approaches.
In some cases, this may mean that the government helps enable IM-IT professionals to evolve into new roles and functions to serve evolving needs.
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16.11.2020 at 12:34:25
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16.11.2020 at 17:48:45