CIO Organizations in Transition A Community Enablement approach to supporting change

Presentation to the Financial Management Institute Chapter PD Day February 19, 2014

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 o o o Emphasis on enterprise approach (SSC, consolidation of HR and Financial systems) Blueprint 2020 vision of “a modern workplace that makes smart use of new technologies to improve networking, access to data and customer service”. New and emerging technologies (e.g., cloud, digital, etc.) and skills (Vendor management, business analysis, and business acumen) Digitization of paper documents and Web Renewal ( Canada.ca

) These changes triggering an evolution within CIO community, leading to: o o o o Leaner CIO organisations Demand for increasing strategic focus and corporate perspective Greater reliance on private sector including a buy rather than build approach and eventual outsourcing of some traditional IM/IT functions A need for increasing partnership with business lines 2

CS 2014 Snapshot

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 4 Departments Account For 57% of all CS in the Federal Public Service (FPS) Shared Services Canada Canada Revenue Agency Department of National Defence Department of Employment and Social Development CS Average Age compared with FPS CS Population by Level CS 05 CS 04 CS 03 CS 02 CS 01 2% (292) 9% (1,543) 30% (5,203) 43% (7,466) 0 2 000 17% (2,881) 4 000 6 000 8 000 CS Gender compared with FPS 2010 2014 2010 72% 46% FPS 73% 46% FPS 28% 54% FPS 2014 27% 54% FPS 45.4

44.9

Since 2010 the CS average age has remained fairly consistent with the FPS The number of women in the CS population has declined 6% (302) since 2010, while men declined 1% (183) .

Full Demographic presentation available on the IM/IT Functional Community Page on GCpedia at http://i.gc20.ca/IFC_CFI 3

The Changing Role of the CIO

Yesterday

• • • Servant Leadership Reactive Meets demands to specification Siloed /program centric approach Focus on technology - technical skills and expertise

Tomorrow

• • • 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 IT as Deliverable “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

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Key Competencies for the Future

• • • • Tomorrow’s Skills Business Analysis Strategic Collaboration Vendor Management Project Management • • • • • Tomorrow’s Attributes Contributes to direction Has enterprise perspective Thinks innovatively Thinks strategically Provides challenge function Consistent with new draft Key Leadership Competencies • • • • • • • 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 Competency profiling, gap analysis, development, competency-based assessment and selection based on competencies have been gaining international recognition. - National Research Council Website 5

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

Community Enablement: Our Strategic Approach

CIO/Executive Talent Management What we have accomplished • CIO study conducted, 2013 • Article on the changing role of the CIO , 2013 • 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 CIO Workforce Planning What we have accomplished • Full suite of community generic products and competency profiles • Government-wide IM and research, 2013 and 2014 IT demographic analysis and 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 CS/Employee Career Development What we have accomplished • Revised IM/IT GCPedia functional community page twitter account to share knowledge and best practices, @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) 7

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

QUESTIONS??

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