1. Shared Services Canada
SSC Partnerships: How Will
They Work?
Maurice Chénier, Senior Assistant Deputy Minister,
Projects & Client Relationships
May 25, 2012
Shared Services Canada
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2. Presentation Outline
 Shared Services Canada (SSC) Mandate
 Some Definitions – Who and What
 Partnership Model – What’s different
 Partner/Stakeholder Engagement
 Model
 SSC – Governance
 CIO – Level – our business proxy
 Project
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3. Shared Services Canada Mandate
“Shared Services Canada was formed to consolidate
and streamline the delivery of IT infrastructure services,
specifically email, data centre and network services.
Our mandate is to do this so that all federal
organizations have access to reliable, Service To
efficient and secure IT infrastructure Canadians
services for the best value”
http://publiservice.gc.ca/ssc-spc/faq-eng.html#q2
Departmental
Programs
SSC
Services
SSC will Innovate, ensure full Value for Money and achieve Service Excellence !
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4. Some Definitions – Who and What
 Partner: one of the 43 departments named in the Orders
in Council (OIC)
 Client: a federal organization that obtains services from
SSC that is not named in SSC OIC of November 15,
2011
 Core service: the services as mandated in the OICs
 Optional service: services offered by SSC, outside the
core mandate (of which some are mandatory under the
common services policy)
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5. Partnership Engagement Model
Expert for Hire
This is where most relationships begin. This is not a ―bad‖ position to
be in, but probably not one where you want to remain for long. Experts
are, after all, tradable commodities—there are always other good
experts in your field out there.
Vendor
You’ve successfully broadened the relationship and developed a
significant revenue stream with this client. You may in fact be
managing a very large, multifaceted program. Don’t kid yourself,
however—you’re still in ―RFP territory,‖ just as you were when you
were a solitary expert for hire. Vendors are generally good at client
relationship management, but they tend to focus on the mechanical
aspects of the process. They create detailed client plans (which are
often then put on the shelf) that contain elaborate cross-selling
matrices and financial information. These client account plans, in my
experience, generally do not focus sufficiently on relationship building.
Trusted Advisor
In this quadrant, you’ve demonstrated a series of qualities—
trustworthiness, independence, judgment, big-picture thinking,
empathy, and others—that earn you a position as a trusted advisor
within your client’s inner circle. Advisors have Empathy—they ask
great questions and listen; Advisors are Deep Generalists who have
knowledge depth and breadth; Advisors have Selfless
Independence—they balance client devotion with objectivity; Advisors
bring Synthesis or Big Picture Thinking to the table; Advisors also
develop deep Personal Trust with their clients.
Trusted Partner
This is the ultimate goal: to be a trusted advisor to your client and to
harness the full power of your organization to deliver outstanding
results. In this top-right quadrant you have built a true client
partnership. You are leading your client’s agenda, have built many-to-
©2006 by Andrew Sobel. All Rights Reserved
many relationships, and are meeting an array of client needs.
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6. Not all partners are equal but all are important.
But we cannot engage 43+ different ways…
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7. Relationship Management Framework
The SSC Partner/Client Relationship Continuum
PLAN BUILD OPERATE ENABLE
Strategy and Projects and Client Operations Corporate
Transformation Relationships Management
Architecture and Transformation project Capacity Internal SSC CIO demand
standards (with CIOB) execution and implementation management
Service delivery Optional services projects Incident/problem SSC Corporate reporting
strategies execution and project management on enterprise IT utilization
portfolio management and performance
Program portfolio Business intake process Keep the lights on
management (43 partners and 70+ clients) and performance
management
Consulting on Transformation
Collaborate
Program Planning
Operations and Project Execution
Business Intake
SSC responsible for a consistent approach
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8. Shared Services Canada Governance Structure
Audit and Senior TBS-SSC Shared Services
Evaluation Management IT Standards Canada Senior
Committee Board Committee Advisory Council
Corporate Business
Operations
Management Transformation
Committee
Committee Committee
IT Service
Investment IT Business
Management
Review Transformation
Advisory
Board Advisory Committee Decision-making
Committee
SMB sub-committees
CMC sub-committee
External advisory bodies
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9. CIO Engagement – multi-level
Engagement between SSC and the Partners will depend on a successful
participation by both in all the business processes that span the entities.
Relationship management is a specific process to ensure all the processes work
and meet the needs of both parties.
1. Strategy level
 Business plans; technology directions; architectural alignment with client
business/application/data architectures
 SSC part of business extension with CIO – hand in hand for business to IT linkage
2. Investment & Project
 Alignment of SSC and partner investment plans; alignment of priorities – getting the
job done
 Plans, oversight, gating, governance all in an integrated natural way – not as third-
party
3. Operations
 Open and timely communication channels for issue management
4. Performance management
 Co-operative management by business service outcomes not as IT assets
performance
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10. Sample Project – Stakeholder Engagement
The Stakeholder Mapping ensures engagements are focused
on business requirements, project deliverables and
stakeholder roles and responsibilities
Some Key Stakeholders include:
 Treasury Board Ministers and Advisory Decision
Treasury Board Secretariat Ensure needs Making
and concerns are
Level of Influence
Decision Making
 Inter-departmental Advisory understood and
considered Authority
Committees
 IT Business Transformation
 IT Services Management Inform Consult
 CIO Council – 20+ CIOs Provide balanced
and objective
Obtain feedback
on alternatives
information and/or decision
 43+ Partner & Client Departments
 Unions
 Our own SSC employees
Level of interest
 Industry
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11. SSC is a unique opportunity to create a
new partnership mindset – what
would make it really different and
highly effective going forward?
Questions?
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