Improving Canada's Digital Advantage: Strategies for Sustainable Prosperity

Summary

CIPS is committed to contributing actively to the development and implementation of the Digital Economy Strategy. The ultimate aim of a Digital Economy Strategy for Canada is to secure a position of leadership in the global digital economy. Our country is fortunate to already enjoy a strong reputation internationally in information and communications technology (ICT). Canada has a window of opportunity in which to leverage its position and international reputation and capitalize on opportunities. Collaboration among all stakeholders and a swift transition from strategy to implementation will be essential if Canada is to truly gain a digital advantage.

In defining the strategy, the Government of Canada should focus on providing a national foundation for innovation while supporting other stakeholder's work to encourage implementation of digital technologies at the sector level.

Incentives to drive adoption of ICT could include: financial incentives; awards programs celebrating organizations that have realized productivity gains through the implementation of ICT; and public procurement policies that encourage the purchase of Canadian ICT products and support services.

Success of the Digital Economy Strategy will depend greatly on the government's ability to raise the profile of ICT as a sector unto itself and as an important provider of services to other industries — to attract more talent and increase its contribution to the growth of the Canadian economy. This will demand a cohesive, comprehensive communications strategy and efforts in primary and secondary schools across Canada to establish ICT courses that lead to post–secondary enrollment in ICT programs. Such efforts must target the general student population, specifically grade 8 and 9 students, female and Aboriginal students. Reaching out to international professionals will be another key means of addressing the sector's talent needs in the coming years.

To ensure those entering the workforce are better equipped, there is a need for increased use of computer–based educational tools/systems and skills upgrading among teachers to facilitate the full integration of digital technology within schools.

To address skills shortages, offering federal tax deductions could act as incentives for employers to develop employees' digital literacy. The government could introduce tax incentives to encourage individuals to pursue digital technology training as part of their preparation to enter the workforce or as a means of ongoing skills development.

More information about skills shortages is needed; working with the ICTC, CIPS is well positioned to work with employers to conduct assessments that yield recommendations regarding skills currency, training methods and educational approaches, which could in turn be incorporated into CIPS requirements for re–certification.

It will be critical for the government to remain focused on the goals of the Digital Economy Strategy — and to adapt, alter and expand strategic initiatives as required over time to ensure success. As important as the contents of the strategy itself, will be a framework for measuring progress. Along with fellow stakeholders in the ICT community, CIPS is prepared to formulate solutions to the challenges we face and proceed one step at a time so that we begin to gain traction.

Submission

July 13, 2010

On behalf of the Canadian Information Processing Society (CIPS), I am pleased to present this response to the Government of Canada's Consultation Paper on a Digital Economy Strategy for Canada.

CIPS is encouraged by the federal government's leadership in spearheading the Digital Economy Strategy initiative. Our association is firmly committed to helping Industry Canada, Human Resources and Skills Development Canada, Canadian Heritage and Official Languages, and our fellow stakeholders tackle the challenges confronting this country — and to developing solutions that will ensure Canadians and Canadian enterprises can realize the tremendous opportunities emerging in the global digital economy.

We believe it is most important for Canada to start building momentum. Beginning with small initiatives may be wisest — it's the getting started that is essential. We have the critical mass to do so: our country ranks at the top of the world for the percentage of its population that uses digital technology.

This document offers a brief view of how we at CIPS believe Canada can build momentum with respect to the digital economy. It presents our experience–based answers to a subset of questions posed in the Consultation Paper — those relevant to our mandate and activities and on which we are able to provide perspective through our knowledge of the regional, national and global ICT sectors.

Following your review of this submission, we would welcome the opportunity to participate in further consultation and dialogue on these topics, on our own and as part of a broader multi–stakeholder effort.

Sincerely,

Greg Lane, I.S.P., ITCP, IP3P, MBA
Chair of the Office of the Executive Council and Chair IP3
Canadian Information Processing Society (CIPS)

From the Information Highway to the Digital World

Only two decades ago, Canada and other countries were focused on building the infrastructure for an "information highway". Today, the focus is on traffic — the volumes of content flowing across that thoroughfare worldwide — and on the thriving economy that has developed around it.

As the Government of Canada's Consultation Paper on a Digital Economy Strategy for Canada points out, the digital revolution presents many opportunities for Canada. It also poses a competitive challenge. Innovation will be critical if Canada is to continue to thrive. As stated in the paper, a strong digital economy will be the backbone of our country's future prosperity. And as emphasized by Ministers Clement and Finley, a concerted, cooperative effort by all stakeholders will be essential to our success.

Canada's History of Leadership in ICT

The ultimate aim of a Digital Economy Strategy for Canada is to secure a position of leadership in the global digital economy — to ensure Canadians and Canadian enterprises thrive. Our country is fortunate to already enjoy a strong reputation in information and communications technology (ICT). Internationally, we are recognized as expert in this industry; we are trusted and respected. In short, we have a solid platform on which to build.

The Government of Canada has been an important catalyst of that success. Perhaps the best illustration was its role in the 1990s in establishing the Information Highway Advisory Council (IHAC), which advised on the "Connecting Canadians" initiative. It was a model collaborative effort that facilitated the construction of an advanced ICT infrastructure in Canada by bringing together the right stakeholders, including organizations such as CIPS, to clarify goals and set concrete plans for action. In the end, Canada achieved its goal — successfully connecting 100 percent of the country's schools and libraries.

With this Digital Economy Strategy initiative, the federal government once again has the opportunity to be a catalyst for success.

CIPS: Our Role and Perspective

CIPS has been a player in the ICT industry since 1958. A national association with regional presence and reach, CIPS promotes dialogue on policy, technical and business topics affecting the IT sector, acts as an advocate for IT professionals working in Canada, and advocates for the highest standards in IT training and education around the world — all while maintaining a commitment to protecting the public interest. Throughout its history, CIPS has been involved in a multitude of initiatives related to public policy, legislation development, and standards–setting. The association maintains active engagement with the policy, academic and business communities within the ICT sector.

A champion of professionalism
Founded to provide computer practitioners with graduate–level training, CIPS promotes professional excellence in the ICT industry. Our IT professional designation is recognized internationally and our Information Technology Certified Professional (ITCP) standard has been accredited by the International Professional Practice Partnership (IP3), a global initiative of the International Federation for Information Processing (IFIP) comprising 55 member societies through regional affiliate links with 100 national IT associations. CIPS was a key contributor to the development of the Occupational Skills Profile Model (OSPM) — a tool for defining ICT job types that is evolving into a set of business and technical competencies, and ethical codes for the industry. CIPS accredits university and college programs in computer science and computer software engineering, and programs that combine computer science and business courses.

International linkages
CIPS holds professional Mutual Recognition Agreements and reciprocal membership agreements with other national professional information processing societies. CIPS is also a signatory of the Seoul Accord, a multi–lateral agreement between professional organizations in Australia, Canada, Japan, Korea, United Kingdom and the United States that are responsible for accreditation or recognition of tertiary programs. CIPS is respected internationally for its accreditation processes and has been invited to and has accredited programs at both the Higher Colleges of Technology in the United Arab Emirates and the College of the North Atlantic — Qatar Campus.

An engine for industry growth
CIPS' internationally recognized professional designation facilitates the export of ICT products and services by Canadian companies. CIPS has developed an enhanced student program and is helping create strong relationships between universities and the ICT industry. And the CIPS Academic Engagement Strategy is improving the linkages among individual ICT professionals, the industry and academia — fostering both research and commercialization.

The CIPS Response: Leverage Canada's Reputation, Gain Digital Advantage

Canada has a window of opportunity in which to leverage the country's position and international reputation and capitalize on opportunities. Collaboration among all stakeholders and a swift transition from strategy to implementation will be essential if Canada is to truly gain a digital advantage.

Following is a point–by–point response to the questions posed in the Consultation Paper on a Digital Economy Strategy for Canada for which CIPS has perspective and experience to offer.

ELEMENT 1:
Capacity to Innovate Using Digital Technologies

Q1: Should Canada focus on increasing innovation in some key sectors or focus on providing the foundation for innovation across the economy?

To increase productivity and drive business success domestically and internationally, we believe the federal government should focus on providing the foundation for innovation across the economy while supporting stakeholders so they may encourage implementation of digital technologies at the sector level — through communication efforts tailored to their particular context.

Q2: Which conditions best incent and promote adoption of ICT by Canadian businesses and public sectors?

In the past, CIPS and other ICT associations have mounted awards programs such as the Canadian Information Productivity Awards to acknowledge exemplary companies from across Canada that have realized productivity gains through the implementation of ICT. Showcasing the benefits in this way serves to inspire others to adopt ICT.

Financial incentives are also effective. The Government of Canada capital cost allowance rate has facilitated the purchase of new computer hardware and software by Canadian companies. We believe this program, or a similar program, should be extended beyond 2011, and also that a tax allowance program should be put in place to offset the costs of training staff in the effective use of digital technologies.

Where public procurement is concerned, we believe policies should encourage the purchase of Canadian ICT products as well as Canadian–provided ICT support that enhances the capabilities of individuals in technology management.

Q3: What would a successful digital strategy look like for your firm or sector? What are the barriers to implementation?

Among the many components of a successful digital strategy for the ICT sector, one important element should be support for ICT companies during the product development phase, as well as during upgrades or new releases — specifically, assistance with the definition of user requirements to facilitate commercialization.

ELEMENT 3:
Growing the Information and Communications Technology Industry

Q2: What is needed to innovate and grow the size of the ICT industry including the number of large ICT firms headquartered in Canada?

ICT needs to raise its profile both as a sector unto itself and as an important provider of services to other sectors in the Canadian economy. With a higher profile, the ICT industry will attract more talent and, by default, increase its contribution to the growth of the Canadian economy. (It is estimated that every IT job generates $120K in contributions to the economy.)

Q4: What efforts are needed to address the talent needs in the coming years?

Work must be done in schools across Canada to establish ICT curriculum courses that will lead to tertiary (i.e., post–secondary) education enrollment. Efforts must also be made to expose grade 8 and 9 students, female students and Aboriginal students to ICT as an attractive career choice. Some jurisdictions already have such initiatives in place and could share them with others.

CIPS–Alberta is working with private–sector sponsors and the Government of Alberta to attract high school students to ICT careers — sending teams to high schools to talk about ICT, attend career days and run a two–week summer 'internship' that allows students to work with ICT professionals. The program started in Calgary last year and is being expanded in that city as well as extended to Edmonton and Red Deer. As it matures, it will act as a model for other CIPS chapters across Canada.

Any program must address the factors currently discouraging younger students from choosing to pursue ICT–related post–secondary studies such as: primary and secondary–level teachers and parents not understanding the sector and the opportunities it holds; public memory of the 'dot.com' bubble and associations of employment instability related to that; social stigma (i.e., labels of 'geek' or 'nerd' applied to students drawn to the sector); a potential lack of entry–level jobs due to offshore outsourcing by larger companies; and students lacking understanding of the rich career possibilities within the sector (and thinking instead that if they already know how to use a computer, there's not much else to learn or do in ICT).

CIPS and other organizations today offer programs that encourage women to enter the ICT sector. CIPS' Women in IT, for example, was created many years ago. Yet, appealing to girls and women requires more work on the part of ICT sector organizations.

Reaching out to international professionals will be another key means of addressing the sector's talent needs in the coming years. CIPS' international certification and accreditation programs can be used to attract ICT professionals to Canada and support immigration screening. CIPS is also well positioned and equipped to work with the Government of Canada and the country's provincial governments to use its accreditation and certification programs to facilitate and ease immigration of ICT professionals to Canada.

ELEMENT 5:
Building Digital Skills for Tomorrow

Q1: What do you see as the most critical challenges in skills development for a digital economy?

We believe one of the most critical challenges in building the skills for a digital economy is low awareness of the sector and its value. Another is lack of willingness on the part of employers to support ongoing training for their staff. Finally, we believe Canada's ICT sector needs to better understand the skills shortages it faces (and will face in the future).

Q2: What is the best way to address these challenges?

Raising awareness of the ICT sector demands a cohesive, comprehensive communications strategy that includes the public, industry and the educational community as audiences — and offers incentives for collaboration across those constituencies. Without a coordinated approach, individual initiatives run the risk of having little or no effect. Just as we believe the federal government should focus on foundational innovation efforts rather than a sector–specific approach, we also believe a foundational approach to communications will be important.

Offering federal tax deductions could act as incentives for employers to support employees' professional development.

CIPS with ICTC is well positioned to work with employers in determining ICT practitioner skills shortages and if the necessary training/education is available. Such assessments could yield a number of recommendations regarding skills currency, training methods and educational approaches, which could in turn be incorporated into CIPS requirements for re–certification. We are also working with colleagues in Academia to help develop and promote comprehensive on–line courses and training for existing and aspiring IT workers.

Q3: What can we do to ensure that labour market entrants have digital skills?

Expanded use of digital technologies in the education system will help ensure labour market entrants have digital skills. The development and purchase of computer–based educational tools/systems should be encouraged in the educational system, and skills upgrading among teachers may be needed to facilitate the full integration of digital technology within the schools.

In addition, the government could introduce tax incentives to encourage individuals to pursue digital technology training as part of their preparation to enter the workforce or as a means of ongoing skills development. Personal income tax credits could be associated with successful completion of identified ICT courses and certifications.

Implementation: Keys to Success

As important as the contents of the Digital Economy Strategy itself will be the framework for measuring progress. That framework should include defined targets such as growth of the Canadian ICT sector, increased implementation of ICT in all sectors of the economy, and widespread digital literacy. Outcomes and timelines should also be clearly defined and monitored. Measures might be greater numbers of:

• Post–secondary ICT enrollments
• Accredited programs
• Women and minorities in ICT
• Professional designation holders
• Qualified immigrants integrated into the sector

It will be critical for the government to remain focused on the goals of the strategy — and to adapt, alter and expand strategic initiatives as required over time to ensure success.

A Committed Partner

CIPS has a history of working with the federal government on large–scale ICT initiatives. In the 1990s, CIPS was a member of the National Sector Team on IT & Telecommunication and of the Information Highway Advisory Council. In 2005–06, we took part in the Conference Board of Canada's Blue Ribbon Roundtable on Commercialization.

Today, CIPS is committed to contributing actively to the development and implementation of the Digital Economy Strategy for Canada. We are enthusiastic about this initiative and eager to see work get underway. Along with the rest of the Canadian ICT stakeholder community, we must be prepared to act on opportunities in the global digital economy — to formulate solutions to the challenges before us and proceed with implementation one manageable step at a time so that we begin to gain traction.

Just as Canada was a leader in infrastructure deployment in the creation of the information highway, so too can we be a leader in using that infrastructure for regional, national and international advantage. We are trusted as a people and a country. Now we must build on that with programs and initiatives that demonstrate why we deserve that reputation.