Key Takeaways
- Budget 2026 proposes legislation establishing Digital Transformation Canada as Shared Services Canada’s successor.
- A proposed $1 billion fund would support federal technology modernization over five years.
- New funding supports technical fellowships, while organizational authorities and performance targets remain unresolved.
The Government of Canada announced a substantial expansion of its digital modernization program in Budget 2026, released on November 5, 2026. The budget proposes new legislation establishing Digital Transformation Canada (DTC) as the statutory successor to Shared Services Canada, approximately $1 billion in technology transformation funding over five years, and financial support for a specialized technical fellowship program.
These measures provide the first detailed legislative and financial framework for the organization announced by Prime Minister Mark Carney on September 3, 2026. They also clarify the government’s intention to move beyond administrative coordination toward a permanent organization responsible for providing, governing, and delivering enterprise digital and information technology services throughout the federal government.
The proposals address a longstanding problem in Canadian public administration. Federal technology responsibilities are distributed among departments, central agencies, procurement organizations, infrastructure providers, and specialized digital-service teams. This arrangement can create overlapping investments, inconsistent technology standards, complicated procurement processes, and delays when replacing aging systems.
Budget 2026 proposes a more coordinated approach, supported by legislation and dedicated transformation funding. However, the budget does not establish that the proposed legislation has been enacted, that the entire transformation fund has been appropriated, or that the planned organizational transfers have been completed.
The distinction between announced policy and implemented authority remains important for understanding what Digital Transformation Canada can accomplish.
Digital Transformation Canada Will Become the Statutory Successor to Shared Services Canada
The most consequential legislative proposal appears in Annex 3 of Budget 2026, which announces the government’s intention to introduce the Digital Transformation Canada Act.
The proposed legislation would establish DTC as the successor organization to Shared Services Canada and define responsibilities for the provision, governance, and delivery of enterprise digital and information technology services across government. The government also proposes consequential and related amendments to other federal statutes.
This represents a more specific institutional commitment than the original September announcement.
Shared Services Canada was established in 2011 to consolidate and modernize federal information technology infrastructure. Its responsibilities include networks, hosting, enterprise platforms, workplace technology, cybersecurity-related infrastructure, and common digital services.
Over time, SSC’s mandate has expanded beyond its original infrastructure-consolidation responsibilities. Its 2026–27 Departmental Plan describes enterprise digital services, artificial intelligence, sovereign cloud infrastructure, application platforms, and government-wide technology modernization.
Digital Transformation Canada would inherit this operational foundation and potentially assume additional functions from other federal organizations.
The government’s official DTC description identifies the Canadian Digital Service and selected functions from the Treasury Board of Canada Secretariat and Public Services and Procurement Canada as components of the new organization.
The Canadian Digital Service contributes experience in user-centered service design, digital products, and reusable government services. Treasury Board Secretariat performs central digital-policy and governance functions. Public Services and Procurement Canada has responsibilities involving federal purchasing and contracting.
Combining these capabilities could reduce the separation between technology policy, procurement, infrastructure, and digital-service delivery.
The proposed statute is particularly important because administrative reorganizations do not automatically establish permanent legal authorities.
A statutory framework could clarify which organization provides common technology services, how those services are governed, and how responsibilities are distributed among participating departments.
However, Budget 2026 does not publish the complete text of the proposed Act. It does not specify which departmental services would become mandatory, how existing authorities would be amended, or which decisions would remain with individual ministers.
Until legislation is introduced, examined by Parliament, and enacted, the existing legal framework remains the appropriate reference for determining DTC’s formal authority.
The government has established its intended direction, but the detailed legal operating model remains subject to parliamentary consideration.
The Government Transformation Fund Would Finance Federal Technology Projects
Budget 2026 proposes approximately $1 billion over five years, beginning in fiscal year 2026–27, to establish a Government Transformation Fund.
The amount is presented on a cash basis. The fund is intended to accelerate information technology projects that improve federal service delivery and increase public-service productivity.
The budget identifies Digital Transformation Canada as an organization that would support user-focused digital projects through the fund.
Potential project categories include replacing outdated systems, reducing duplicate technology investments, improving digital access to government programs, and introducing shared services that can be used by multiple departments.
The proposed funding creates an opportunity to finance modernization projects that may otherwise be difficult to coordinate through individual departmental budgets.
Many federal digital initiatives involve more than one organization. A department may own a business application, Shared Services Canada may provide its infrastructure, Treasury Board may establish enterprise requirements, and another organization may manage procurement.
Projects involving several departments can encounter additional financial and administrative coordination requirements.
A government-wide transformation fund could support investments that provide benefits beyond the department initiating a project.
For example, a reusable digital platform developed for one program could subsequently serve additional departments. Funding the common platform centrally may avoid requiring each department to finance a separate implementation.
The fund could also support projects that require initial investment before operating savings become available.
Legacy modernization frequently involves maintaining an existing system during the development and testing of its replacement. This creates temporary overlapping costs for infrastructure, software, personnel, data migration, and security assurance.
The proposed fund could help finance those transition costs, although the budget does not identify individual approved projects or establish a detailed allocation formula.
The distinction between the fund’s cash-basis amount and the budget’s fiscal accounting is also important.
The Budget 2026 fiscal table identifies $606 million over five years for the measure titled Advancing Artificial Intelligence in Government Through Digital Transformation Canada.
That amount is presented within the budget’s fiscal framework, whereas the approximately $1 billion Government Transformation Fund is explicitly described on a cash basis.
The two figures should not be added together or treated as separate, equivalent appropriations without a detailed reconciliation of their accounting treatment and coverage.
Neither figure represents a published consolidated annual operating budget for Digital Transformation Canada.
The government has not yet disclosed the fund’s complete project-selection criteria, approval authorities, departmental contribution requirements, reporting arrangements, or expected financial returns.
Those details will determine how effectively the proposed investment supports government-wide modernization rather than a collection of unrelated departmental projects.
Digital Transformation Canada Will Coordinate Common Enterprise Technology
The government’s operating concept emphasizes developing, testing, and expanding common technology solutions across federal departments.
This approach builds on programs already underway within Shared Services Canada.
The SSC departmental plan identifies enterprise desktop services, cloud platforms, digital communications, secure hosting, artificial intelligence, and common application infrastructure among its modernization priorities.
One example is GC Cloud One, a standardized environment intended to simplify the development and operation of government applications.
Instead of requiring every department to establish separate cloud-management infrastructure, common services can provide preconfigured environments with standardized security controls and operational procedures.
Departments can then concentrate more resources on the applications and information needed to deliver their programs.
Shared Services Canada is also developing the Government of Canada Application Platform as a Service, which supports common applications on shared infrastructure.
Its 2026–27 plan includes a target of adding three to five applications to the platform’s catalog.
Another initiative is the Enterprise Desktop Service, intended to provide standardized workplace technology across participating departments. SSC plans to onboard up to 10 initial partners during 2026–27 through a phased proof-of-concept approach.
These programs demonstrate that Digital Transformation Canada will inherit an existing portfolio of modernization activities.
The proposed legislation could provide a broader institutional framework for coordinating such initiatives.
However, common platforms do not eliminate the need for departmental technology responsibilities.
Departments remain responsible for delivering programs established under their own legal mandates. Their systems must accommodate specialized eligibility rules, operational requirements, sensitive information, and business processes.
A department administering pension benefits has different operational requirements from one conducting scientific research or managing border security.
The practical question is which services can be standardized without compromising those differences.
Common identity services, hosting environments, communications tools, productivity software, and reusable application components may offer opportunities for consolidation.
Specialized applications may continue to require departmental ownership and dedicated development teams.
The budget does not establish a complete division of responsibilities between DTC and departmental chief information officers.
It also does not identify which enterprise services departments will be required to adopt or the circumstances under which exceptions may be authorized.
These decisions will influence the balance between government-wide standardization and departmental operational flexibility.
Artificial Intelligence Adoption Becomes an Explicit Government-Wide Responsibility
Budget 2026 identifies Digital Transformation Canada as the organization intended to lead the adoption of artificial intelligence and other emerging technologies throughout the federal public service.
This responsibility extends beyond testing individual AI applications.
Government-wide adoption requires secure infrastructure, procurement arrangements, access controls, staff training, data management, software integration, and ongoing operational support.
The budget provides examples of existing AI services that illustrate the government’s intended direction.
GCtranslate, introduced in 2025, provides AI-assisted translation services to federal employees. Budget 2026 reports that the system has translated more than 400 million words since June 2025.
The government reports that GCtranslate is accessible to more than 70 federal departments and agencies, potentially serving more than 310,000 public servants.
The budget also states that translations are reviewed by people before use.
CANChat, a federal generative AI service, supports activities such as summarizing information, analyzing documents, conducting research, and preparing draft material.
Budget 2026 reports more than 15,000 registered CANChat users across 27 departments and agencies, with more than 26,000 monthly conversations.
The government estimates that the service releases between 15,000 and 60,000 working hours each week for other activities.
These figures describe government-reported adoption and estimated productivity effects. They do not establish independently measured financial savings or demonstrate that equivalent productivity improvements will occur in every department.
They also predate the implementation of the proposed DTC legislation.
The distinction matters because software adoption and operational productivity are different measurements.
A system can attract substantial use without producing equivalent reductions in administrative costs. Time saved on one task may be absorbed by reviewing outputs, correcting errors, managing information, or performing additional work.
A comprehensive performance framework would need to examine task completion, accuracy, user satisfaction, operating costs, and service outcomes.
Artificial intelligence also introduces requirements concerning security, privacy, and accountability.
The federal Directive on Automated Decision-Making establishes requirements for covered automated systems involved in administrative decisions.
The associated Algorithmic Impact Assessment evaluates risks and determines applicable safeguards.
These requirements are particularly relevant when AI supports decisions affecting benefits, employment, immigration, or other government services.
Digital Transformation Canada’s broader adoption mandate will operate alongside these existing governance obligations.
Technical Fellowships Would Introduce Specialized Expertise Into Government
Budget 2026 proposes $17.6 million over five years, beginning in 2026–27, and an additional $4.2 million in 2031–32 to establish a fellowship program through Build Canada Exchange.
The program would recruit technical specialists, professionals, and academics for temporary assignments supporting priority government projects.
The funding proposal provides a more concrete implementation mechanism for the fellowship concept announced when DTC was launched.
Federal technology modernization requires expertise in software engineering, cybersecurity, data architecture, cloud infrastructure, artificial intelligence, procurement, and large-scale program delivery.
Some specialized skills are difficult to recruit through conventional public-service staffing processes, particularly when demand is high in commercial technology markets.
Temporary assignments could provide access to specialists with experience developing and operating large technology systems.
The government’s stated approach also emphasizes transferring expertise to existing public servants.
That objective is important because temporary external assistance does not automatically create permanent institutional capability.
A specialist may improve a project during an assignment, but the organization must retain sufficient knowledge to operate, maintain, and modify the resulting system afterward.
Effective knowledge transfer requires documentation, training, shared development practices, and participation by permanent employees.
The fellowship program also introduces administrative considerations.
Participants from private companies may have relationships with technology suppliers, investors, or organizations seeking government contracts.
Assignments involving procurement, technology selection, or commercially sensitive information will require appropriate conflict-of-interest management and information safeguards.
Public-sector accountability, security screening, official-language requirements, accessibility obligations, and applicable employment rules will also affect implementation.
Budget 2026 does not specify the number of fellowship positions, individual compensation arrangements, assignment durations, participating departments, or selection criteria.
It also does not establish how much of the program will be directed specifically toward Digital Transformation Canada rather than other government priorities.
The funding establishes a proposed financial basis for the program, but its operational design remains to be published.
The longer-term result will depend on whether temporary expertise contributes to sustained improvements in public-service technical capability.
Procurement Reform and Digital Sovereignty Are Connected Objectives
Digital Transformation Canada’s mandate includes improving how government purchases technology and supporting Canadian digital companies through federal demand.
This connects administrative modernization with industrial policy.
The federal government purchases substantial quantities of software, infrastructure, cloud services, communications equipment, cybersecurity services, and technical expertise.
Procurement decisions can influence the development of domestic suppliers by providing revenue, operational experience, and opportunities to demonstrate products in demanding environments.
The same principle is visible in other technology-intensive industries.
For example, New Space Economy’s analysis of NorthStar’s government contracts describes how Canadian government demand can support the commercialization of specialized space-domain awareness services.
The Canadian space sector provides additional examples of procurement influencing technology development.
The Canadian Space Industry Companies guide describes companies developing satellite software, communications infrastructure, Earth-observation services, and autonomous systems, including applications involving artificial intelligence.
These examples illustrate the economic relationship between public purchasing and technology development. They do not establish that Digital Transformation Canada has been assigned responsibility for Canadian space procurement.
Budget 2026 connects digital modernization with the government’s broader objective of strengthening Canadian technological capabilities.
Digital sovereignty is another part of that approach.
The term generally concerns a country’s ability to exercise effective control over important data, infrastructure, intellectual property, and digital operations.
It does not necessarily require every technology component to be manufactured domestically.
The relevant considerations include operational control, data jurisdiction, cybersecurity, supplier concentration, continuity of service, and the ability to maintain or replace important systems.
New Space Economy’s discussion of national technological sovereignty examines similar questions in the space sector, where domestic ownership and foreign procurement can coexist under appropriate operational arrangements.
Shared Services Canada’s existing plans include sovereign AI computing, Canadian cloud capacity, secure government communications, and hosting arrangements intended to strengthen control over sensitive information.
Digital Transformation Canada could coordinate these investments with broader procurement and enterprise architecture decisions.
However, supporting Canadian suppliers must be balanced with competitive procurement, interoperability, security, reliability, and value for public expenditure.
The government’s approach will depend on the procurement authorities transferred to DTC and the rules governing their exercise.
Budget 2026 does not yet specify the complete procurement delegations, mandatory Canadian-content requirements applicable to DTC projects, or the division of purchasing responsibilities between DTC and Public Services and Procurement Canada.
Organizational Integration Will Affect Staffing, Costs, and Accountability
The proposed transformation involves an organization with an established workforce, operating budget, service commitments, and extensive relationships with other departments.
Shared Services Canada’s 2026–27 Departmental Plan identifies approximately $2.36 billion in planned annual spending and 8,796 planned full-time equivalent positions.
These figures provide a baseline for understanding the scale of the existing organization.
They should not be presented as Digital Transformation Canada’s consolidated budget or staffing complement because the proposed organizational transfers and statutory restructuring have not been completed.
The same departmental plan anticipates reductions in SSC expenditures associated with the government’s Comprehensive Expenditure Review.
Planned reductions reach approximately $318.5 million in 2028–29, with an anticipated decrease of fewer than 500 full-time equivalent positions, including fewer than 30 executive positions.
Those reductions were described in SSC’s departmental planning before Budget 2026 established its new legislative and funding proposals.
They should not be characterized as workforce reductions specifically announced by the Digital Transformation Canada Act.
The organization will operate within an environment of expenditure restraint and administrative restructuring.
Integrating employees from different departments raises questions involving reporting relationships, classification, collective agreements, operational responsibilities, and the continuity of existing services.
Shared Services Canada must continue supporting government networks, hosting, workplace technology, and security-related services during any organizational transition.
Interruptions to those services could affect departments that depend on common infrastructure to deliver programs.
Leadership arrangements are already partly established.
The government identifies Patrick Pichette as President of Shared Services Canada, styled as Chief Executive Officer of Digital Transformation Canada.
His appointment became effective September 9, 2026.
The current SSC organizational structure includes senior responsibilities for digital procurement, enterprise platforms, digital services, hosting, connectivity, security, and corporate operations.
However, the published SSC structure should not be mistaken for a completed organizational chart covering all functions that may eventually transfer into DTC.
The proposed legislation may clarify institutional responsibilities, but it will not automatically resolve operational questions involving staff integration, budgets, departmental relationships, and service delivery.
Those matters require detailed implementation decisions.
Performance Measures Will Determine Whether the Reorganization Improves Services
Budget 2026 establishes policy objectives for Digital Transformation Canada but does not publish a comprehensive organization-wide performance framework.
The government’s stated objectives include improving service delivery, increasing public-service productivity, reducing duplication, strengthening digital sovereignty, and expanding the use of common technologies.
These objectives can be measured, although each requires suitable indicators and baseline data.
Service improvements could be evaluated through processing times, digital completion rates, system availability, accessibility, user satisfaction, and the number of administrative steps required to obtain a government service.
Technology consolidation could be assessed through reductions in duplicate applications, software licences, hosting environments, maintenance contracts, and unsupported systems.
Procurement performance could be measured through acquisition timelines, implementation costs, contract competition, supplier concentration, and the operational performance of purchased services.
Artificial intelligence requires additional measures.
User registrations and conversation volumes indicate adoption, but they do not establish the quality or economic value of the work performed.
A more complete assessment would examine time savings, accuracy, review requirements, error rates, service outcomes, and changes in operating expenditure.
Financial evaluation should distinguish gross savings from net savings.
Replacing several departmental systems with one enterprise platform may reduce recurring maintenance costs, but implementation can require substantial spending on migration, integration, testing, training, and parallel operations.
Savings should be assessed against the full cost of delivering the replacement service.
The government already publishes departmental performance indicators for Shared Services Canada, including infrastructure availability, service fulfillment, and cloud security requirements.
Those indicators provide a starting point for evaluating enterprise operations.
However, the proposed DTC mandate extends beyond traditional infrastructure performance.
It includes digital product development, cross-departmental modernization, AI adoption, procurement, and service outcomes.
A future DTC performance framework would need to reflect that broader mandate.
The federal government’s technology procurement record also demonstrates why implementation measures matter.
An October 2026 Auditor General examination of federal contact-centre technology identified procurement delays and increasing costs associated with modernization.
The government subsequently committed Shared Services Canada to improving procurement processes and developing a government-wide contact-centre consolidation plan.
DTC was identified as a potential contributor to expanding successful solutions and reducing duplication.
The example illustrates the relationship between enterprise modernization, procurement management, and measurable service outcomes.
It also demonstrates that organizational consolidation must be accompanied by effective project planning and delivery.
The proposed DTC legislation and Government Transformation Fund create mechanisms through which those improvements may be pursued.
Their results will depend on the responsibilities, approval processes, implementation schedules, and performance measures established after the budget announcement.
Summary
Budget 2026 provides a more substantial implementation framework for Digital Transformation Canada than the September 2026 launch announcement.
The proposed Digital Transformation Canada Act would establish the organization as the statutory successor to Shared Services Canada and define its responsibilities for enterprise digital and information technology services.
The approximately $1 billion Government Transformation Fund would provide proposed financing for technology modernization projects, while the Build Canada Exchange fellowship program would support the recruitment of specialized technical expertise.
The budget also identifies DTC as the organization intended to lead government-wide AI adoption and expand common digital solutions.
These commitments build on existing Shared Services Canada infrastructure, enterprise platforms, and modernization programs.
However, several decisions remain outstanding, including the text and parliamentary progress of the proposed legislation, the complete transfer of organizational functions, consolidated staffing and budgets, procurement authorities, departmental CIO relationships, and performance measures.
The proposed legislation is the next important implementation milestone. Its provisions will determine how the government translates the announced transformation mandate into legal responsibilities, operational authority, and accountability for federal digital services.
Appendix: Top Questions Answered in This Article
What Is Digital Transformation Canada?
Digital Transformation Canada is a federal organization announced in September 2026 to improve government technology, digital services, procurement, and artificial intelligence adoption. It is being established around Shared Services Canada and other federal digital functions. Budget 2026 proposes legislation that would make DTC the statutory successor to Shared Services Canada and define its responsibilities for enterprise digital and information technology services.
Has the Digital Transformation Canada Act Become Law?
Budget 2026 announces the government’s intention to introduce the Digital Transformation Canada Act. The budget announcement itself does not enact the legislation. As of November 6, 2026, the published budget material establishes a legislative proposal rather than a completed statutory transition. The proposed Act would require the normal parliamentary legislative process before becoming law.
How Much Funding Does Budget 2026 Propose for Digital Transformation Canada?
Budget 2026 proposes approximately $1 billion over five years, on a cash basis, for a Government Transformation Fund supporting federal technology projects. Its fiscal table separately reports $606 million for the broader DTC-related measure using the budget’s fiscal presentation. These figures should not be added together without reconciling their accounting treatment. Neither represents DTC’s published consolidated annual operating budget.
What Is the Government Transformation Fund Intended to Finance?
The proposed fund would support information technology projects intended to improve government services and public-service productivity. Potential activities include modernizing digital services, expanding common platforms, and reducing duplication. The budget identifies DTC as a supporting organization but does not publish a complete project list, allocation schedule, or detailed approval framework.
Will Digital Transformation Canada Replace Shared Services Canada?
The proposed Digital Transformation Canada Act would establish DTC as the successor organization to Shared Services Canada. This indicates an intended statutory transition rather than an indefinite administrative arrangement. The timing, legal provisions, and operational consequences will depend on the legislation and subsequent implementation decisions. Existing services must continue during the transition.
What Will Happen to Departmental Chief Information Officers?
Budget 2026 does not announce the elimination of departmental chief information officer organizations. Departments continue to have program-specific technology responsibilities under existing arrangements. DTC’s proposed enterprise mandate may change how common platforms and services are provided. However, the government has not published a complete division of responsibilities or identified which common services departments will be required to adopt.
What Role Will Digital Transformation Canada Have in Artificial Intelligence?
The budget identifies DTC as the organization intended to lead government-wide adoption of artificial intelligence and emerging technologies. Its work would include developing, testing, and expanding common solutions. Existing federal services such as CANChat and GCtranslate illustrate the technologies involved. The budget does not establish that all departmental AI activities will be transferred to DTC.
What Is the Purpose of the Technical Fellowship Program?
The proposed fellowship program would recruit technical specialists, professionals, and academics for temporary government assignments. Budget 2026 proposes $17.6 million over five years and another $4.2 million in 2031–32 through Build Canada Exchange. The program is intended to support priority projects and develop expertise within the public service. Detailed staffing targets and assignment arrangements have not yet been published.
Will Digital Transformation Canada Reduce Federal Employment?
The DTC budget measures do not establish a separate workforce-reduction target for the new organization. Shared Services Canada’s earlier departmental plan includes expenditure reductions and projected staffing changes under the Comprehensive Expenditure Review. Those existing plans should not be treated as newly announced DTC layoffs. The effects of organizational transfers and future staffing decisions remain to be determined.
How Will the Government Measure Digital Transformation Canada’s Performance?
Budget 2026 identifies objectives involving service delivery, productivity, reduced duplication, AI adoption, and digital sovereignty. It does not publish a comprehensive DTC performance framework. Relevant measures could include service processing times, system reliability, technology costs, procurement timelines, accessibility, and verified productivity improvements. Specific targets and reporting arrangements remain to be established.
Appendix: Glossary of Key Terms
Digital Transformation Canada
A federal organization launched in September 2026 to coordinate and deliver government digital modernization initiatives. Its intended responsibilities include enterprise technology services, common digital platforms, artificial intelligence adoption, and procurement-related activities. Budget 2026 proposes establishing it as Shared Services Canada’s statutory successor.
Shared Services Canada
The federal organization established in 2011 to consolidate and modernize common government information technology services. Its responsibilities include networks, hosting, workplace technology, enterprise platforms, and related digital infrastructure supporting departments and agencies.
Statutory Successor
An organization established through legislation to assume specified responsibilities from an existing organization. The legal provisions determine which functions, authorities, obligations, and arrangements transfer. Budget 2026 proposes this relationship between Digital Transformation Canada and Shared Services Canada.
Government Transformation Fund
A proposed federal funding mechanism identified in Budget 2026. The government proposes approximately $1 billion over five years on a cash basis to support technology projects intended to improve service delivery and public-service productivity.
Enterprise Digital Platform
A shared technology environment or service designed for use by multiple departments or applications. Enterprise platforms can provide common hosting, security, software, and operational capabilities, reducing the need for individual organizations to develop equivalent infrastructure independently.
Digital Sovereignty
The ability of a government or country to exercise effective control over important digital infrastructure, data, technology, and operations. Relevant considerations include jurisdiction, security, supplier dependence, continuity of service, and the ability to maintain essential systems.
Full-Time Equivalent
A workforce measurement expressing employment in terms of full-time positions over a specified period. One full-time equivalent generally represents the workload of one full-time employee, although the number of individual employees may differ because of part-time arrangements.
Algorithmic Impact Assessment
A federal assessment tool used to evaluate the risks of automated decision systems covered by the Directive on Automated Decision-Making. It considers potential impacts and helps determine the safeguards, oversight, and transparency measures required for a system.
CANChat
A federal generative artificial intelligence service used by public servants for tasks including drafting, summarization, analysis, and research support. Budget 2026 reports more than 15,000 registered users and more than 26,000 monthly conversations.
GCtranslate
An AI-assisted translation service used within the Government of Canada. Budget 2026 reports that the service has translated more than 400 million words since June 2025 and is accessible to more than 70 federal departments and agencies.
