ocio strategy 2016 - british columbia · “this strategy will help align our shared path forward,...

OCIO STRATEGY 2016

CONNECTIVITY CLOUDSECURITY DIGITAL MOBILITY

“This strategy will help align our shared path forward, so that

together we can achieve our goals.”

Bette-Jo Hughes, Chief Information Officer

Dear Colleagues,

I’m proud to work for a province that delivers such a wide range of programs and services to its citizens. Every day, OCIO staff support this delivery by managing and maintaining a complex IT environment. As we transition towards a digital government, how we manage this environment will change. We must be responsive to constantly changing business needs and citizen expectations, seek out innovative ways to deliver value to British Columbians, and maintain public trust.

I’m pleased to share with you the OCIO Strategy 2016 – which sets the 3-year strategic direction for IT in government. The strategy is intended to guide OCIO staff and our partners on setting the right IT priorities. For our colleagues throughout government, the strategy is an articulation of what the OCIO will be doing to better serve you. Accomplishing the goals in this strategy can’t be done without our Ministry partners, who can reference it when setting direction or planning IT-related projects. The strategy is available online, accompanied by an interactive strategic framework.

The four strategic goals laid out in this strategy set our path forward: we will enable an innovative and digital government, exhibit fiscal prudence and maximize value from IT investments, operate a secure and resilient IT infrastructure, and ensure that our workforce is supported with the right tools and skills for their day-to-day work.

A united public service, where technology and the business walk and think side-by-side, will be the key to our success. By making more services available digitally for people who want them, we ensure that traditional channels are available for people who need them. As we transition to a digital government we will face challenges, but we will face them together, just as we celebrate our achievements.

INTRODUCTION

Bette-Jo HughesAssociate Deputy Minister and Government Chief Information Officer

2 OCIO Strategy 2016

http://www2.gov.bc.ca/ociostrategy

2015 2016 » Issued 1.3+ million BC Services Cards

» Implemented the BC Services Card authentication service

» Increased cellular services by 972 kilometers

» Made high-speed Internet accessible for 93% of British Columbians

» Delivered Privacy and Security Conference

» Delivered OCIO Connect Conference

» Initiated next-generation network modernization project

» Virtualized 60% of servers through the Data Centre Virtualization Project (VAMP)

» Launched B.C. Broadband Satellite Initiative

» Implemented new governance and management model for IM/IT capital investment

» Refreshed 30,000+ workstations and laptops through the U2 project

2014 » Issued 2+ million BC Services Cards

» Issued BC Services Card “passcode” and card reader devices

» Increased cellular services by 1,500 kilometers




» Transitioned 60%+ of schools and 30%+ of government sites to next-generation network

» Completed Data Centre Virtualization Project (VAMP)

» Replaced 2000+ legacy voice points with Microsoft Lync Enterprise VoIP “Connect Me” project

» Piloted Skype for Business Enterprise Voice

» Replaced over 7100 printers with 3360 Managed Print Devices and reduced pages printed by 4.5 million (23%) per month

» Created Vulnerability and Risk Management Team

» Launched Connecting BC Grant Program

» Launched new Digital Certificate Service

» Launched Enterprise Business Architecture

» Issued 3.6+ million BC Services Cards

» Piloted BC Services Card pilot with Land Title & Survey Authority (LTSA)

» Increased cellular services by 1,700 kilometers




» Transitioned 80%+ of schools and 50%+ of government sites to next-generation network

» Funded Home Healthcare Monitoring project through Strategic Investment Fund (SIF)

» Replaced 2500+ legacy voice points with Microsoft Lync Enterprise VoIP “Connect Me” Project

» Enrolled 4000+ devices with the new mobile device management service

» Launched BC Connectivity Map

» Launched My Service Centre

» Launched Industry Intelligence Program

OUR ACHIEVEMENTS

These achievements were realized through collaboration with our ministry and broader public sector partners.


13000+ mobile devices

33000+ Active Workstations

• CloudBC And we intro

duced

• Service Anywhere

• Canada’s first public sector data-sovereign cloud service

• Industry Intelligence Program

• Developers’ Exchange

ABOUT THE OCIOWe are

We support

3.6+million BC Services

Cards issued to date

132 critical applications

165 contracts4 strategic relationships

with large vendors

a team of 300+ employees

1600 business applications1900 databases

2500+ servers8000 network devices

Privacy & Security Conference

OCIO Connect

A few quick facts!

87,000+ organizations

registered with Business BCeID

95% of British

Columbians have internet

access of 1.5 Mbps+

received 100 IM/IT concept cases

reduced power in the data centres to light 5000 homes for a year

reduced paper (print) consumption by 23.8%

connected 33000 homes in150+ communities to high-speed internet

managed $55-70 million investments on IM/IT Capital Projects

prevented 1+ million security intrusions per day

blocked 80+ million spam messages

transmitted 150+ million messages

issued 1.6 million BC Services Cards

We delivered

Last year we


WHAT WE DO


TELECOMMUNICATIONS AND NETWORK INFRASTRUCTUREManage government’s data and voice networks to connect all government offices. Provide strategic telecommunications services by engaging with different levels of government, the private sector, and various organizations to encourage the expansion of high-speed Internet access and cellular coverage in B.C.

STRATEGY, PLANNING, PORTFOLIO MANAGEMENT Develop core government’s IT strategy and business plans to align with government’s strategic goals and operational business needs. Provide portfolio management oversight to effectively deliver government’s technology priorities.

POLICY, STANDARDS, ARCHITECTURE Develop and implement government IT policy and standards, and corporate IT architectures. Provide technology, security and policy-related guidance and advice to ministries. Engage stakeholders through training and awareness programs, consultations and compliance programs.

HOSTING INFRASTRUCTURE

Provide ministries and broader public sector organizations with the hosted infrastructure required to deliver services to citizens. This infrastructure consists of our existing data centres and is increasingly expanding into cloud computing.

IM/IT CAPITAL INVESTMENTManage government’s IM/IT capital investment budget to support government’s strategic priorities. Ensure investment and capital project management tools and processes comply with governance standards. Monitor the IM/IT capital portfolio to ensure benefits are realized.

IT SERVICE DELIVERY AND RELATIONSHIP MANAGEMENTProvide IT service management to improve the planning, delivery, operations, ordering and control of IT services offered to ministries. Building on strong relationships, we connect clients and partners to collaborate on how to get the best value from our IT products and services.

IDENTITY MANAGEMENTProvide ministries and BPS organizations with identity, authentication and integration technologies and services, so that employees, businesses, and citizens have access to secure, online government services.

INFORMATION SECURITYLead the Information Security program on behalf of government. Develop security policy and standards, and educate government staff on information security risks. Prevent, detect, and respond to cyber attacks and lead investigations into suspicious activities.

DEVICE, PRODUCTIVITY TOOLS AND SOFTWAREProvide government with the technology solutions, software and tools they need. Ensure employees are equipped with the tools to do their jobs so that they can deliver quality and effective service to citizens.

Cent

re fo

r Dat

a In

nova

tion ·

Service Design · Citizen Experience · Innovation Hub · Inform

ation Managem

ent · DataBC

Identity Hosting Network Devices Capital Standards Securit

y

Archi

tect

ure

DIGITAL GOVERNMENT

Security

Mobile

Cloud

Connectivity

WHERE WE’RE GOING Ministry VisionExcellence and innovation in

technology, services and program delivery for British Columbians.

OCIO MissionModernize the BC Government's

services and workplaces to benefit all British Columbians.We live in a digital world. It’s easy to do things like book appointments, do our

banking, share restaurant reviews, find the best driving route, and monitor our health. Our devices, vehicles, homes and communities are also becoming connected. So, citizens expect the services they receive from government to be as convenient as the ones they use in their daily lives. They expect to connect with their government anytime, anywhere, on any device.

Over time, and in response to British Columbians’ expectations, we will shift to digital first - becoming a digital government. This means that the user experiencetakes priority, irrespective of government structures or silos. It means that citizens' information is theirs, to present and use as they wish when accessing services. It means that the lines between government and the outside world are blurring and, by being open, we clear the path for businesses and entrepreneurs to innovate and build government services that we never contemplated. It means that technologies, like mobile devices, cloud computing and data analytics are creating new opportunities that allow us to make better-informed decisions.

It also means that the distinctions between IT and the business it supports dissolves. IT is no longer separate from the organization’s business, rather it’s integrated into how government delivers programs and services. This presents unique challenges and opportunities for the OCIO. Our existing roles, relationships with IT partners and suppliers, culture, skills, approaches and tools are changing.

Other areas of Government OCIO


In our journey towards a digital government, the OCIO has to balance traditional IT – managing the stability, security and accuracy of existing systems with agile IT – focusing on innovation, adaptability and speed to develop new solutions. This balance will not happen overnight, will take investment and cultural change, and will need to ensure staff pursuing either approach are equally valued.

Instead of IT being the centralized function primarily focused on keeping the systems working, IT and the business walk and think side-by-side. User-centric design thinking, agile methods, cloud computing, DevOps practices, and flexible work environments are all part of this change. Staff require flexible workplaces, effective tools and the freedom to experiment and take calculated risks. At the same time, cyber threats are becoming more complex. Protecting the assets we are trusted to manage requires modern security countermeasures and thedesign of security into systems and services right from the start.

The OCIO’s traditional roles of compliance oversight, service provision, and enterprise IT operations will be complemented by new ones:

• As “IT innovator and thought leader” we support the transition to a digital government, create working environments and leverage technology tools that catalyse innovation.

• As “service broker” we have the expertise and tools to connect our clients to digital platforms and cloud services.

• As “service integrator” we will support the integration of interdependent technical services, offered by various internal and external service providers, into end-to-end services that meet business needs.

HOW WE WORK

the OCIO | using the right approach

CONTINUE OPERATIONAL EXCELLENCE

Manage corporate systems, ensure reliability

Performance

Waterfall

Plan-driven, approval-based

Corporate suppliers, long-term deals

Specialized experts, traditional project mgt

Centred in IT, removed from client

Long (months)

BECOME MORE AGILE

Speed, innovation, agility

User Experience

Agile, Kanban, Lean Startup

Learning-driven, continuous improvement

Small, new vendors, shorter-term deals

IT Generalists, deal with uncertainty

Centred in Business, close to client

Short (days, weeks)

AND

Objective

Focus

Approach

Governance

Sourcing/Partners

Talent

Culture

Time Horizon


HOW WE COLLABORATE

BC Technology Sector The OCIO engaged BC's technology sector to build the Developers’ Exchange and determine how it should work, what it should look like, and what software development tools to use. The launch of the Developers’ Exchange has opened new doors for the Tech Sector to engage with, and sell services to, government.

BC Council of Chief Information OfficersThe OCIO provides leadership and secretariat support to the BC Council of Chief Information Officers (CCIO). The CCIO is made up of broader public sector CIOs who come together to share strategies and ideas on the future of IT in British Columbia. A major milestone for the CCIO is the launch of CloudBC.

Public Sector CIO CouncilThe OCIO provides leadership and expertise to the Public Sector CIO Council (PSCIOC). This cross-jurisdictional, Canadian council collaborates on shared IT priorities like cyber-security, cloud computing and identity management to improve services for citizens.

Public Sector Service Delivery Council Working with colleagues from jurisdictions across Canada on the Public Sector Service Delivery Council (PSSDC), the OCIO provides leadership and expertise on shared service delivery priorities, including digital service delivery.

Citizens' Experience BoardThe Citizens' Experience Board (CEB) supports the work of the Deputy Ministers’ Committee on Public Service Innovation (DMCPSI) to improve British Columbians’ experience with government services. As a member of this board, the OCIO’s technologies, policies and strategies support this important work.

IM/IT Capital Investment BoardThe IM/IT Capital Investment board, chaired by the GCIO and provided secretariat support by the OCIO, supports the work of the Deputy Ministers’ Committee on Public Sector Innovation (DMCPSI). The OCIO plays a key role by prioritizing IM/IT capital projects, recommending project approvals, and recommending how funds are allocated within the IM/IT capital envelope.

Service Delivery BoardAs a key member of the Service Delivery Board (SDB), the OCIO collaborates on the development of government services as they are conceived or undergo transformation. The Board supported and approved the development of the Enterprise Business Architecture (EBA).

Service Managers' Advisory CouncilThe OCIO shares information about our services and engages with the Service Managers' Advisory Council (SMAC) on how to continuously improve IT service delivery. The Council is internal to the BC government, made up of operational staff from across government.

Ministry Chief Information OfficersThe OCIO collaborates with the Ministry CIO (MCIO) Council on setting IT strategy, and on planning, developing and implementing new IT services.

ADMs of Corporate Services The OCIO works with the Assistant Deputy Ministers of Corporate Services (ADMCS) and collaborates on setting direction in the provision of financial, IT, risk and other services, ensuring they are provided in the most effective and efficient manner.

Central AgenciesThe OCIO works closely with all B.C. government ministries and central agencies, including the BC Public Service Agency, the Office of the Government Chief Records Officer, Government Communications and Public Engagement, Office of the Comptroller General, and the Ministry of Finance.

The transition to digital requires a whole-of-government approach, supported by the OCIO. Our relationships with our colleagues across the BC Public Service, with other jurisdictions, and with businesses and communities enable us to solve the problems of tomorrow and achieve our shared goals.


TECHNOLOGY PILLARS


Connectivity is about making sure that everyone has equal opportunity to access digital services. Accomplishing this requires making high-speed Internet access available in rural areas, connecting remote regions using satellite Internet, and covering key highways across the province with cellular service. It also means modernizing our internal wired and wireless networks. Looking ahead, connectivity is about having the capacity to deal with the data generated by the devices that make up the Internet of Things - vehicles, homes, fitness and health devices, cameras and many other sensors.

Security is about safeguarding sensitive information and ensuring the confidentiality, integrity, and availability of critical systems and networks to maintain public trust in government services. Digital services, located in the cloud, often accessed using wireless devices and often involving per-sonal information, are particularly vulnerable to cyber security threats or accidental breaches. In this context, government has a responsibility to apply the appropriate safeguards that will mitigate our risks.

Citizens expect the services they receive from their government to be just as convenient and easy as the ones they use in their daily lives. They expect to connect with their government anytime, anywhere, on any device. Digital is about answering citizens’ questions the first time, providing clarity on where they are in the government process and ensuring they feel that their time is valued. Although not everyone is ready for digital, nor is every service suited for digital, by shifting to digital we ensure traditional channels (i.e. in-person or over-the-phone) remain available for those who need them.

Cloud computing provides convenient access to shared computing resources, where you only pay for what you use – similar to traditional utilities like water or electricity. Building government services on a flexible infrastructure like cloud computing makes it quicker and easier to purchase computing resources on demand, scale up or down depending on business needs, and improve overall resiliency. Transitioning services to the cloud will take time and privacy laws must be observed. A hybrid or private-public approach can help us to get there.

Mobility is about identifying opportunities for government to deliver services digitally via mobile apps or websites. Mobile devices such as smartphones can enable deeper engagement with citizens, who can in turn report incidents or safety issues, or even inform government policy and decision-making. For the public service, mobility is about staff productivity and innovation. This can be achieved through flexible work environments and arrangements, a greater choice of the devices staff use.

CONNECTIVITY

CLOUD

SECURITY

DIGITAL

MOBILITY

OUR STRATEGIC GOALS

GOAL

GOAL

GOAL

GOAL

Four overarching strategic goals set the direction for the OCIO Strategy. These goals will be achieved over the next three years through the actions outlined in this document. The following pages provide an outline of what we will do, how we will do it, the outcomes we expect to achieve and how we will track our success. Each branch of the OCIO will produce a one-page business plan outlining their respective contributions to achieving our strategic goals.

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MAXIMIZE VALUEMaximizing value from IT investments is about ensuring the OCIO remains focused on delivering our commitments and maintaining cost-effectiveness. In today’s context of ongoing change, our investments, assets and approaches should continuously adapt to maximize business value.

OPERATIONAL EXCELLENCEStriving for operational excellence is about sound management, governance and operations of IT so government services are reliable, secure and accessible. Integrating and making it easy to access the many technology choices and platforms available today, both in-house and in the cloud, ensures that government services remain sustainable and interoperable.

ENGAGED WORKFORCEAn engaged and supported workforce is needed to deliver quality services. Flexible work arrangements suit collaboration, experiential learning and innovation. Staff with the right tools and training are more effective at delivering value. As more of our workforce approaches retirement, succession planning will become increasingly important.

ENABLE DIGITALEnabling the public service to deliver digital services that are convenient and easy to use is going to take an all-of-government approach. The OCIO will play a key enabling role in setting the B.C. government’s foundation for digital service delivery.

OCIO Strategy 2016

ENABLE DIGITALGOAL

We Will1. Provide the leadership, tools and collaborative

work environments that support digital service delivery across the public service

2. Help to improve digital literacy across the public service

3. Make it easier for the public service to connect with BC's technology sector, to build better government services on their own or with us

4. Contribute to the development of a competitive marketplace that can be used to find technology and people for digital projects

5. Create a flexible infrastructure, on-premise and in the cloud, that is adaptable to changing business needs

6. Connect 100% of British Columbians to high speed internet

7. Simplify identity verification (authentication) to government services

8. Support a personalized digital experience for citizens

We will achieve this by1.1 Making it easier for government projects to use

agile approaches and acquire modern tools

1.2 Participating in the creation of a new Innovation Hub and co-locating multidisciplinary teams to improve innovation, productivity and collaboration and to ‘kick start’ suitable projects

1.3 Developing policies, standards, and security and identity guidelines to facilitate the development of government mobile apps and services

1.4 Supporting a digital government by providing a toolkit of digital guides and resources, that assist public servants to develop better digital services

1.5 Modernizing and simplifying key IT policies and standards

2.1 Raising awareness of the latest IT trends, technologies and security vulnerabilities

2.2 Expanding the security awareness program through an annual government security course

3.1 Creating more opportunities for smaller businesses and entrepreneurs to contribute alongside incumbent vendors and partners

4.1 Co-developing CloudBC, an online marketplace for cloud services

5.1 Launching a hosting strategy, and delivering on the OCIO’s implementation plan (Iaas & PaaS) for cloud adoption

5.2 Establishing a ‘DevOps’ environment to speed up the provisioning and delivery of systems and software

5.3 Offering the services and expertise for ministries to more easily adopt cloud offerings

6.1 Working with private sector, First Nations, and all levels of government to connect to high speed internet

7.1 Onboarding more government services to use the BC Services Card for authentication

7.2 Developing a mobile app that increases the convenience of the BC Services Card

8.1 Co-developing the new personalized digital services strategy


12

ENGAGED WORKFORCEGOAL

We Will1. Attract, retain and develop skilled IT and business

leadership talent

2. Identify and empower our leaders of tomorrow

3. Foster a culture of innovation

4. Provide the tools and promote collaboration for a modern workforce

We will achieve this by1.1 Strengthening IT workforce throughout government

by working with the PSA to improve recruitment, development and talent mobility

1.2 Identifying opportunities for OCIO staff to work on government projects that build and develop IT skills, capabilities and experience

1.3 Supporting OCIO staff to achieve development objectives through temporary assignments

2.1 Identifying critical positions within the OCIO at all levels, and developing a plan to ensure the continuity of skills and knowledge

2.2 Identifying opportunities for the OCIO’s emerging leaders through the Leadership Development Review Process

3.1 Allocating resources and funding for innovative OCIO projects

3.2 Creating more opportunities for OCIO staff to network with industry peers, increase exposure to technology trends, and acquire new skills

4.1 Offering government staff a better choice of the devices they need to do their job, while protecting sensitive information

4.2 Exploring cloud-based productivity software for all government staff

4.3 Making more collaboration tools such as video conferencing, voice-over IP, and team project management available to government staff

4.4 Engaging OCIO staff to develop a training plan to support the implementation of this strategy

OCIO Strategy 2016

We Will1. Continuously improve the efficiency and

effectiveness of IT service management

2. Address advanced security threats to ensure trusted delivery of services

3. Improve the resiliency of our infrastructure and networks

4. Optimize the OCIO's IT investment portfolio

We will achieve this by1.1 Implementing a cloud-based IT Service

Management System (ITSM) to improve planning, delivery, operations and control of IT services offered to ministries

1.2 Using modern analytics to predict which workstations and laptop devices may be having performance issues and security vulnerabilities

2.1 Launching a Government Security Operations Centre (SOC) to pro-actively monitor for advanced digital threats

2.2 Implementing solutions that augment protection against security threats to network, data and endpoints

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OPERATIONAL EXCELLENCEGOAL

2.3 Implementing an enterprise mobile management solution to protect our devices, apps and data

3.1 Ensuring compliance of the OCIO's mission and business critical systems with the critical systems standard, and supporting compliance government-wide

3.2 Continuing to implement the next generation "Converged Edge" network to improve perfor-mance, security and interoperability

4.1 Implementing a portfolio management practice

OCIO Strategy 2016

14

We Will1. Support government through investment in high

value IT projects

2. Modernize IT investment planning and IT sustainability for assets managed by the OCIO

3. Support government to build and share common service components – "government-as-a-platform"

4. Leverage analytics capabilities to inform decision making

We will achieve this by1.1 Managing the processes and oversight required by

the IM/IT Capital Process

1.2 Establishing processes to ensure Strategic Investment Fund (SIF) projects align with government priorities

2.1 Implementing corporate IT asset and investment management software with supporting processes

2.2 Reviewing corporate software agreements to reduce costs, improve services and optimize value

2.3 Encouraging and guiding the responsible use of cloud services

3.1 Providing guidance to standardize common business capabilities (e.g. booking an appointment, making a payment, notifying customers of status) that can be used by multiple ministries ("build once, use many times")

4.1 Modernizing and automating OCIO business processes and systems to gather data for analytics

MAXIMIZE VALUEGOAL

OCIO Strategy 2016

OUTCOMES

OUTCOME

OUTCOME

OUTCOME

OUTCOME

By achieving our goals, we anticipate the following outcomes. Over the next three years, we will ensure our commitments are realized by measuring, tracking and reporting on our progress. We will establish a strategic portfolio and governance model to deliver on the strategy.


MAXIMIZE VALUEGovernment meets citizens' diverse and ever-changing digital needs by optimizing investments in technology.

OPERATIONAL EXCELLENCEMinistries can focus on delivering quality services, because the underlying technology and operations they rely on are secure, stable and adaptable to change.

ENGAGED WORKFORCEAn engaged, high-performing, collaborative workforce with the skills and tools needed to deliver on government's priorities.

ENABLE DIGITALCitizens can access government information and services at the click of a button - anytime, anywhere, and from any device.

» Developers' Exchange new payment options » Cloud Strategy and implementation plan » BC Services Card onboarding new services » BC Services Card app for Android » Provincial Connectivity access at 96% » Mobile app framework development » Security Policy 3.0 » Industry Intelligence program (IIP) » Agile training and guidebook » ‘Kick Start’ program design » DevOps production-ready

» Developers' Exchange for BPS » Cloud adoption engagement » BC Services Card in-person identity service » BC Services Card app for Apple IOS » Provincial Connectivity access at 97% » Mobile app pilot using framework » Chapter 12 core policy redesign » Annual Security Course » Digital toolkit launch » ‘Kick Start’ program pilot and launch » DevOps expansion for multiple cloud providers

» Identify opportunities through WES results » Increase budget allocated for innovation » Wi-Fi expansion » Voice modernization expansion » OCIO Connect 2017 » Privacy and Security Conference 2017 » Simplified policy playbooks » Innovation and trends training opportunities » Cloud office productivity suite pilot » Succession Management Program

» Workstation Services 2.0 » Increase budget allocated for innovation » Guest Wi-Fi Expansion » Voice modernization complete » OCIO Connect 2018 » Privacy and Security Conference 2018 » Increase staff on cross-government projects

» Mobile Device Management (MDM) » Converged Edge (CE) network 70% » ITSM problem management » ITSM knowledge management » Secure Internet Service » Security Operations Centre phase 1 launch » Digital Certificate Service » Business Relationship Management (BRM)

» MDM enrollment complete » CE network 85% » ITSM change management » ITSM order management » Vulnerability Management Program » Security Operations Centre phase 2 expansion » Critical Systems Standard 2.0 » IT Strategy Program with Portfolio Management

» MDM expansion to BPS » CE network 100% complete » ITSM configuration management » ITSM additional modules » Information Security Classification complete

» My Service Centre dashboard » IM/IT Capital ministry consultations » IT investment registry developed » Enterprise Business Architecture (EBA) 2.0 » Strategic Investment Fund (SIF) projects

idenfied

» My Service Centre analytics capability » IM/IT Capital investment value framework » IT investment registry rollout » EBA 2.0 service registry » SIF Fund fully allocated

» My Service Centre advanced reporting » IM/IT Capital automated intake of business cases » IT investment health review and rationalization

ROADMAP

» Training plan to deliver on OCIO Strategy » OCIO budget allocation for innovation » Telepresence 2.0 » Voice modernization expansion » OCIO Connect 2016 » Privacy and Security Conference 2016 » Developing our leaders » Innovation and trends awareness for staff » Cloud office productivity suite analysis » IT/HR talent management strategy » Coaching and Mentoring strategy

» Developers' Exchange expansion » Support ministry cloud adoption » BC Services Card service growth » BC Services Card app 2.0 » Provincial Connectivity access at 98% » Mobile app framework published » Security Policy 4.0 with STRA redesign » IIP and Annual Security Course expansion

2017/18 2018/192016/17

5 Digital Leadership and Tools 5 Cloud 5 IT Sourcing 5 Connectivity 5 BC Services Card

ENABLE DIGITAL

5 Funding 5 IT Assets 5 Common Platforms

5 Infrastructure Stability 5 Information Security 5 IT Service Delivery

OPERATIONAL EXCELLENCE

ENGAGED WORKFORCE

MAXIMIZE VALUE

5 Talent 5 Succession 5 Culture 5 Training and Tools


Over the past year, in the process of co-creating this strategy, we connected with groups from across government to share stories, strategies and priorities to inform the future vision of service delivery in the BC Public Service. We collaborated with our ministry colleagues through transformation planning and the development of the MTICS Strategic Plan. We gathered insights on emerging digital trends from industry experts and through conversations with other government jurisdictions around the world.

The OCIO’s Strategic Senior Management Team aided by a Strategy Working Group, participated in five

workshops based on these inputs to paint the OCIO’s story of “Where we are today”, “Where we want to go” and “How we’re going to get there”. Open houses were held for all OCIO staff, the Ministry CIOs and representatives from each Ministry to provide feedback on an early draft.

The OCIO Strategy 2016 is a reflection of this work: an integrated, cross-functional source, which provides a common and shared understanding of the direction for the OCIO, its strategic goals and key initiatives.

HOW THE STRATEGY WAS CREATED

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In fall 2015, key influencers from across government got together to share stories and strategies to inform a future vision for service delivery. Outputs from this co-design session influenced this strategy:

» modernize and open up the public service;

» work together internally and externally to co-design and co-deliver ministry programs and services;

» identify the leadership that will champion our vision and catalyze change;

» be flexible so that we can adapt, change course and continuously improve in a fast-paced world; and

» make evidence-based decisions and glean insights from our data.

OCIO Strategy 2016

Strategic Actions Key Performance Indicators Lead, Support

1.1 Making it easier for government projects to use agile approaches and acquire modern tools » agile guide developed DEVEX, ASPB

1.2Participating in the creation of a new Innovation Hub, co-locating multidisciplinary teams to improve innovation, productivity and collaboration and to ‘kick start’ suitable projects

» # of projects DEVEX

1.3 Develop policies, standards, and security and authentication guidelines to facilitate the development of government mobile apps and services » mobile framework use ASPB, IDIM, ISB

1.4 Supporting a digital government by providing a toolkit of digital guides and resources, that assist public servants to develop better digital services » user satisfaction ASPB

1.5 Modernizing and simplifying key IT policies and standards » user satisfaction SPP, DEVEX, ISB

2.1 Raising awareness of the latest IT trends, technologies and security vulernerabilities » program usage reports SPPB

2.2 Expanding the security awareness program through an annual government security course » % of staff completing the course ISB

3.1 Creating more opportunities for smaller businesses and entrepreneurs to contribute along side incumbent vendors and partners » # of payments made through developers exchange DEVEX, ASPB, HOSTING

4.1 Co-developing CloudBC, an online marketplace for cloud services » # of vendors onboarded to CloudBC » service use through CloudBC

CSB

5.1 Launching a hosting strategy, and delivering on the OCIO’s implementation (IaaS & PaaS) plan for cloud adoption » % increase of hosting services transitioned to the cloud HOSTING

5.2 Establishing a ‘DevOps’ environment to speed up the provisioning and delivery of systems and software » # of projects and systems DEVEX

5.3 Offering the services and expertise for ministries to more easily adopt cloud offerings » # cloud services available to ministries ASPB. HOSTING, CSB

6.1 Working with private sector, First Nations organizations and all levels of government » all households in B.C. are within high speed coverage TSMA AO

7.1 Onboarding more government services to use the BC Services Card for authentication » # of government services onboarded » citizen use

IDIM

7.2 Developing a mobile app that increases the convienience of the BC Services Card » app use » reduced card reader issuance

IDIM

8.1 Co-developing the new personalized digital services strategy » # government services ready for MyGov DEVEX, ASPB

APPENDIX A - MEASURESStrategic Goal ENABLE DIGITAL



1.1 Strengthening IT workforce thoughout government, by working with the PSA to improve recruitment, development and talent mobility

» # of IT recruits » # of FTEs created by capital projects » % Increase in IT related Co-op hires

IM/IT CAP

1.2 Identifying opportunities for OCIO staff to work on government projects that build and develop IT skills, capabilities and experience » # OCIO staff on cross-govt projects SSMT

1.3 Supporting OCIO staff to take on temporary assignments to meet their development objectives » # relevant temporary assignments SSMT

2.1 Identifying critical positions within the OCIO at all levels, and developing a plan to ensure the continuity of skills and knowledge » documented plan developed SPPB

2.2 Identifying opportunities for the OCIO’s emerging leaders through the Leadership Development Review Process » # placements DLT

3.1 Allocating resources and funding for innovative OCIO projects » % of IT budget allocated BFR

3.2 Creating more opportunities for OCIO staff to network with industry peers, increase exposure to technology trends, and acquire new skills

» # staff attending key events » % increase in new communications

SPPB

4.1 Offering government staff a better choice of the devices they need to do their job, while protecting sensitive information

» employee satisfaction » % increase of mobile devices enrolled

DEVICE

4.2 Exploring cloud-based, productivity software for all government staff » analysis complete ASPB, DEVICE

4.3 Making more collaboration tools, like video conferencing, voice over IP, team project management available to government staff

» employee satisfaction » % legacy voice lines transitioned

NCCS

4.4 Engaging OCIO staff to develop a training plan to support the implementation of this strategy » documented plan developed SPPB

Strategic Goal ENGAGED WORKFORCE



1.1 Implementing a cloud-based IT Service Management System (ITSM) to improve planning, delivery, operations and control of IT services offered to ministries

» # branches using enterprise ITSM tools » improved reporting » decreased escalations

SMB

1.2 Using modern analytics to predict which workstations and laptop devices may be having performance issues and security vulnerabilities

» % increase in proactive problem resolution » % of vulnerabilities remediated

DEVICE, ISB

2.1 Launching a Government Security Operations Centre (SOC) to pro-actively monitor for advanced digital threats

» % availability of security infrastructure » % success in responding to cybersecurity threats

ISB

2.2 Implementing solutions that augment protection against security threats to network, data, and endpoints

» # enrolled in Digital Certificate Service » % of ministries implementing data security classification

ISB, DEVICE

2.3 Implementing an enterprise mobile management solution to protect our devices, apps and data » % government mobile devices enrolled ISB, DEVICE

3.1 Ensuring compliance of the OCIO's mission and business critical systems with the critical systems standard, and supporting compliance government-wide » compliance to standard ASPB

3.2 Continuing the implementation of the next generation "Converged Edge" network to improve performance, security and interoperability » completion NCCS

4.1 Implementing a portfolio management practice » # projects with successful outcomes SPPB

Strategic Goal OPERATIONAL EXCELLENCE




1.1 Managing the processes and oversight required by the IM/IT Capital Process » % envelope allocated IM/IT CAP

1.2 Establishing processes for better allocation of the Strategic Investment Fund (SIF) on projects that align with government priorities » # new services TSMA AO

2.1 Implementing corporate IT asset and investment management software with supporting processes

» # assets linked to investments » ratio of assets retired to new assets

IM/IT CAP

2.2 Reviewing corporate software agreements to increase value for money » # material changes driving value for money CSB

2.3 Encouraging and guiding a responsible use of cloud services » % suitable IT services using cloud CSB, IM/IT CAP

3.1Providing guidance on standardization of common service building blocks (e.g. booking an appointment, making a payment, notifying customers of status) that can be used by multiple ministries ("build-once, use-many times")

» service registry created ASPB

4.1 Gather data about OCIO systems for analytics use by modernizing and automating business processes » # reports used for decisions SMB

Strategic Goal MAXIMIZE VALUE

APPENDIX B - GLOSSARYDEFINITIONS

Digital Government: the use of digital technologies, as an integrated part of governments’ modernization strategies, to create public value.

DevOps (Development and Operations): The practice of operations and development engineers participating together in the entire service lifecycle, from design through the development process to production support.

MyGov: a project managed by GCPE to provide citizens with a personalized service experience.

ACRONYMS

ASPB: Architecture, Standards and Planning Branch

BFR: Budgeting and Financial Reporting Branch

BPS: Broader Public Sector

BRM: Business Relationship Management

CSB: Corporate Software Branch

CDI: Customer Data Integration

DevEx: Developers’ Exchange and DevOps Branch

Device AO: Device Administrator’s Office

Device: Device Services Branch

DMCPSI: Deputy Ministers’ Committee on Public Service Innovation

EBA: Enterprise Business Application

GCPE: Government Communications and Public Engagement

IAAS: Infrastructure as a Service

IDIM: Provincial Identity Information Management Branch

IM/IT Cap: IM/IT Capital Investment Branch

IM/IT: Information Management / Information Technology

ISB: Information Security Branch

IT: Information Technology

NCCS: Network Communication and Collaboration Services

OCIO: Office of the Chief Information Officer

PAAS: Platform as a Service

PSA: Public Service Agency

SAAS: Software as a Service

SIF: Strategic Investment Fund

SMB: Service Management Branch

SOC: Security Operations Centre

SPPB: Strategic Planning and Policy Branch

STRA: Security Threat and Risk Assessment

TSMA AO: Telecommunications Master Services Agreement Administrator’s Office

U2: Update 2 was a workstation refresh project

VAMP: Virtual and Migration Program

VoIP: Voice over Internet Protocol

WES: Workplace Environment Survey


OCIO Strategy 2016/17 - 2018/19

Office of the Chief Information Officer 4000 Seymour Place, Victoria BC www.gov.bc.ca/ociostrategy

ocio strategy 2016 - british columbia · “this strategy will help align our shared path forward,...

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