November 24, 2010Prepared by Technology Service Centre (TSC)

1. TSC - Mandate and Services

2. IT Service Centre in Action

3. Overview of GNWT Network

4. Technology as an Enabler

5. Other TSC Initiatives

6. Telephone Expense Management System

7. Departmental Chargeback

8. Procurement Policies

2

• Prior to 2002, IT support resided in departments - decentralized and non-standardized

• The TSC was created in 2003• Organizationally, Information Technology includes IM/IS/IT

• Office of the Chief Information Officer (OCIO) – Information Management (IM) – policy and planning

• TSC – Infrastructure Technology (IT) – Network and Server standardization, economies of scale and GNWT desktop support

• Departments – Information Systems (IS) – own and manage departmental applications and content

• TSC hosts many departmental servers on centralized infrastructure (IS)

A common IT objective is to provide the right information to the right people at the right time

3

• “Keep the Lights On” • End User Support – Client Service Requests and Desktop and

Premises support• Client Services – Departmental liaison for IT/IS activities, GNWT-

wide communications, PC purchasing and evergreening, licensing• Service & Process Development – Best practices for IT Service

Management• Infrastructure Services – Tier 3 Service Request support and

Network and Server Management, System Backups, Storage Management

• Project Management – In-house and Departmental Infrastructure Projects

• Infrastructure and Network Strategic Planning

4

4,700 network users

4,000 GNWT e-mail accounts

2,700 desktop/laptop computers; Licence Management

30 terabytes of shared data storage – 10M documents, database data, electronic pictures and Images

35 million e-mails/month (about 95% are rejected as “spam”)

23,000 requests to Service Desk per year

Procure and manage approximately 60 Services/Contracts

Internet Content Filtering

Benefits: Standardization and Cost-efficiencies5

• The DCN – network traffic destined within the NWT – SAM and HR PeopleSoft, e-mail, Internet traffic

• For security reasons, all GNWT traffic and Education traffic travels over separate network routes but this creates routing inefficiencies

• The network is made up of many technologies based on geography, population, available investment• Fibre Optic Cabling• Microwave• Satellite

• The type (or combination of) facilities all contribute to the reliability, speed, capacity, performance, availability of the network

• The challenge is to improve the network within the limits of available technology and investment dollars

6

7

• Internet traffic flows within and outside of the DCN(external email, web-browsing, departmental application data to the south)

• Original plan was to provide Internet access to all GNWT departments but GNWT was never intended to be an ISP

• Congestion is impacting both Internet and non-Internet (DCN) traffic

• Over the past 4 years, Internet usage has grown between 50 and 100%: 10, 20, 40, 60, megabits per second (June 2009)

• Schools and Aurora College use ~ 60% of internet volume due to 9000 students and a growing Internet curriculum

• TSC and schools are working together to manage Internet volumes and provide safe use policies to students

8

• Reliability – Network Uptime

• Speed – Bandwidth Throughput

• Capacity – Bandwidth

• Performance – Technical capability

• Availability – Network Service Times

• Aging infrastructure, power outages and limited resources

9

• A new Enterprise Network – DCN RFP

• Improved Network Management – Internet Re-direct and Data Prioritization

• Increased Access to e-mail and storage

• Disaster Recovery & Business Continuity – New Data Centre

• Strategic contract options - Enterprise Licence agreements

• Continued investment in Network Infrastructure

10

• Education Strategic Goals:• Information Technology-based Curriculum• Leverage technology and costs, (MS Licencing Agreements)• Improved teacher retention and student graduation rates • Enable students to remain in their home community

• Health & Social Services Strategic Goals: Shared vision of one Territorial service delivery system

supported by one technology system Increased Access to Services - people get the care they need,

close to home, access to virtual teams of providers Less Waiting - Increases Provider Time with Patients High volume, secure, health data transmission Sustainability – innovation supports workforce and service

delivery• Real-life Cases: Digital x-ray transmission, Telespeech sessions

11

• Windows 7/Microsoft Office 2010 – Q4 • Replace GNWT Telephone Directory – Q4• Laptop Encryption – Q3• Self-Serve Password Reset – Q4• Internet Content Management Pilot Study – access to

websites to meet business needs – Q4• Leverage TSC Helpdesk function for other departments –

Ongoing• Departmental projects – Infrastructure and Testing Support –

H&SS, SAM, ENR, ERDMS

12

Telecom Billing Facts:• Many departments see Telecom costs as a

“necessary evil” and lack of time for rigorous analysis creates financial risk

• The largest bills are more frequently audited but on average are less likely to show errors due to lack of granularity

• The time consumed by GNWT staff to authorize, code and pay telecom bills is significant

13

• A paperless, web-based application to replace the old paper-based FIS interface

• TEMS was designed to interface with NWTel’s electronic billing system and SAM

• It currently pays over 3500 phone “services” per month, each with its COA code and automatically uploads to SAM

• Allows for drilldown bill verification

14

• Cost savings – eliminates the use of paper, storage and mail costs

• Automated coding and payment of invoices• Retire obsolete, unsupported infrastructure• Detailed reporting to identify high usage, long

distance, incorrect charges• Threshold settings for exception reporting• Permissions-based access at multiple levels

15

• Incorporation of remaining NWTel paper bills (e.g. 2 wire and 4 wire circuits)

• Departments can set up TEMS to replicate their organizational hierarchy for precise reporting

• TSC is looking at bringing in Bell Mobility billing as an added service

• Currently TEMS is provided as a value add; further development and customization could be a shared cost

16

17

18

19

2010-11 Chargeback Budget - $17.3M 2011 -12 Chargeback Budget approved - $18.1M Increase due to Collective Agreement Increases, Security staff

resources for TSC, DCN Usage increase across all departments Chargeback is driven by departmental consumption of network

facilities, storage, PC support; continue to look for savings Any surplus at end of year is pro-rated back to departments TSC reviews chargeback rate structure annually to ensure that

revenues reflect TSC cost centres Ongoing challenges: TSC ability to absorb extraordinary costs;

Anticipating usage and rate impacts on an annual basis

20

TSC procures significant infrastructure and desktop hardware and software on behalf of GNWT departments - $2-3M annually

RFP and Tendering Process are guided by FAA to ensure BIP and Northern Vendor opportunities

Year-end PC purchase cut-off will be early February to ensure SAM requisitions and deliveries are completed in-year

Improved Evergreening processes to keep desktop hardware current; oldest PCs are 2006 base level

Thank you! For your help to manage SAM requisition process for Service Requests

TSC needs YOUR HELP to manage departmental PC purchases – extra PCs create increased PC Support costs

TSC and OCIO continue to review other jurisdictions to align GNWT Blackberry and other devices Policies

21

22