1. CIO Organizations in Transition A Community Enablement approach to supporting change Presentation to the Financial Management Institute Chapter PD Day February 19, 2014

2. The Community The CS group is one of the largest functional communities with over 17,000 members 70% of CIOs are also responsible for Information Management, a community of more than 3,000 members Significant change is underway in IM/IT in Government: o Emphasis on enterprise approach (SSC, consolidation of HR and Financial systems) o Blueprint 2020 vision of “a modern workplace that makes smart use of new technologies to improve networking, access to data and customer service”. o New and emerging technologies (e.g., cloud, digital, etc.) and skills (Vendor management, business analysis, and business acumen) o Digitization of paper documents and Web Renewal (Canada.ca)Canada.ca These changes triggering an evolution within CIO community, leading to: o Leaner CIO organisations o Demand for increasing strategic focus and corporate perspective o Greater reliance on private sector including a buy rather than build approach and eventual outsourcing of some traditional IM/IT functions o A need for increasing partnership with business lines 2

3. CS 2014 Snapshot 72% CS Gender compared with FPS 46% FPS 28% 54% FPS The number of women in the CS population has declined 6% (302) since 2010, while men declined 1% (183) 73% 46% FPS 27% 54% FPS 20102014 2010 2014 Shared Services Canada Canada Revenue Agency Department of National Defence 4 Departments Account For 57% of all CS in the Federal Public Service (FPS) CS Average Age compared with FPS 45.4 Since 2010 the CS average age has remained fairly consistent with the FPS 44.9 Department of Employment and Social Development The CS Population of 17,385 Accounts for: 7% of the FPS population 12% of the NCR FPS population 3% of the Regional FPS population CS Population by Level 3 Full Demographic presentation available on the IM/IT Functional Community Page on GCpedia at http://i.gc20.ca/IFC_CFI http://i.gc20.ca/IFC_CFI.

4. 4 The Changing Role of the CIO Servant Leadership Reactive Meets demands to specification Siloed /program centric approach Focus on technology - technical skills and expertise IT as Deliverable Business partner and enabler Actively contributes business direction Provides challenge function Enterprise perspective Focus on innovation and strategic thinking Creative – recognizes potential Elaborates value proposition IT as Enabling Tool Tomorrow “CIOs who want to be effective in the future will extend their leadership and expertise beyond the IT function” Martha Heller, Harvard Business Review Blog Network Yesterday

5. Tomorrow’s Skills Key Competencies for the Future 5 Business Analysis Strategic Collaboration Vendor Management Project Management Tomorrow’s Attributes Contributes to direction Has enterprise perspective Thinks innovatively Thinks strategically Provides challenge function Tomorrow’s Key Competencies Analytical Thinking Visioning and Strategic Direction Change Leadership Client Focus Communication Developing others Continuous Learning Networking / Relationship Building Partnering Creative Thinking Conflict Management Results Orientation Values and Ethics Consistent with new draft Key Leadership Competencies Competency profiling, gap analysis, development, competency-based assessment and selection based on competencies have been gaining international recognition. - National Research Council Website

6. Supporting the Changing Role of the CIO The Community Enablement Team is supporting CIOs as they lead their organizations through transformation by providing services, tools and guidance under three strategic areas: 1.CIO Talent Management  Succession planning that reflects appropriate skillsets for current and future needs of key positions 2.CIO Workforce Planning  Developing and implementing strategic workforce management plans 3.IM/IT Career Development  Providing access to appropriate tools and guidance on key themes, including Career development, Performance management and Generic competency-based management 6

7. Community Enablement: Our Strategic Approach 7 CIO/Executive Talent Management CIO Workforce Planning CS/Employee Career Development What we have accomplished CIO study conducted, 2013CIO study Article on the changing role of the CIO, 2013Article on the changing role of the CIO Talent Management Reviews, (EX 04/05) May 2014; (EX 03/02/01) November 2014 What we are working on Common CIO Statements of Merit Criteria Mentorship program established with CIO Council determining appropriate matches Key tools and guidance developed and posted to GCpedia community page Tabaret Institute (University of Ottawa) CIO leadership program Succession planning approach, mentorship program What we have accomplished Full suite of community generic products and competency profilesgeneric productscompetency profiles Government-wide IM and IT demographic analysis and research, 2013 and 2014IMIT What we are working on Ongoing demographic analysis, including infographics Workforce planning guidance and tool CIO Performance Management Expectation for strategic workforce planning Communications guidance and tools to facilitate organizational change What we have accomplished Revised IM/IT GCPedia functional community page to share knowledge and best practices, twitter account @IFC_CFI IM/IT GCPedia functional community page @IFC_CFI What we are working on Career development tools and resources Partnership with the Canada School of Public Service towards the development of a new future-focused CS curriculum Career progression maps to help CSs identify potential paths in their field Competency gap analysis assessment tool Tools for managers to use with performance management (based on generic competencies)

8. Relevant Links Tools, guidance and demographic analysis on the IM/IT Community Page on Gcpedia: http://i.gc20.ca/IFC_CFIhttp://i.gc20.ca/IFC_CFI IT Generics GCpedia page: www.gcpedia.gc.ca/wiki/IT_Community_Generics www.gcpedia.gc.ca/wiki/IT_Community_Generics Thank you! QUESTIONS?? 8