OCIO STRATEGY
2016
CONNECTIVITY
SECURITY
DIGITAL
CLOUD
MOBILITY
INTRODUCTION
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.
Bette-Jo Hughes, Chief Information Officer
Bette-Jo Hughes
Associate Deputy Minister
and Government Chief
Information Officer
2
“This strategy will help align our
shared path forward, so that
together we can achieve our goals.”
OCIO Strategy 2016
OUR ACHIEVEMENTS
These achievements were realized through collaboration with our ministry and broader public sector partners.
2014
2015
2016
»»
Issued 1.3+ million BC Services Cards
»»
Issued 2+ million BC Services Cards
»»
Issued 3.6+ million BC Services Cards
»»
Implemented the BC Services Card
authentication service
»»
Issued BC Services Card “passcode” and card reader
devices
»»
Piloted BC Services Card pilot with Land Title &
Survey Authority (LTSA)
»»
Increased cellular services by 972 kilometers
»»
Increased cellular services by 1,500 kilometers
»»
Increased cellular services by 1,700 kilometers
»»
Made high-speed Internet accessible for 93% of
British Columbians
»»
Made high-speed Internet accessible for 94% of
British Columbians
»»
Made high-speed Internet accessible for 95% of
British Columbians
»»
Delivered Privacy and Security Conference
»»
Delivered Privacy and Security Conference
»»
Delivered Privacy and Security Conference
»»
Delivered OCIO Connect Conference
»»
Delivered OCIO Connect Conference
»»
Delivered OCIO Connect Conference
»»
Initiated next-generation network modernization
project
»»
Transitioned 60%+ of schools and 30%+ of
government sites to next-generation network
»»
Transitioned 80%+ of schools and 50%+ of
government sites to next-generation network
»»
Virtualized 60% of servers through the Data
Centre Virtualization Project (VAMP)
»»
Completed Data Centre Virtualization Project
(VAMP)
»»
Funded Home Healthcare Monitoring project
through Strategic Investment Fund (SIF)
»»
Launched B.C. Broadband Satellite Initiative
»»
»»
»»
Implemented new governance and
management model for IM/IT capital investment
Replaced 2000+ legacy voice points with Microsoft
Lync Enterprise VoIP “Connect Me” project
Replaced 2500+ 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
Enrolled 4000+ devices with the new mobile device
management service
»»
Launched BC Connectivity Map
»»
»»
Launched My Service Centre
Created Vulnerability and Risk Management Team
»»
»»
Launched Industry Intelligence Program
Launched Connecting BC Grant Program
»»
Launched new Digital Certificate Service
»»
Launched Enterprise Business Architecture
»»
Refreshed 30,000+ workstations and laptops
through the U2 project
3
OCIO Strategy 2016
ABOUT THE OCIO
We are
a team of 300+ employees
4 strategic relationships
with large vendors
165 contracts
A few quick facts!
3.6+
million
BC Services
Cards issued
to date
95%
of British
Columbians
have internet
access of
1.5 Mbps+
reduced power in the data centres
to light 5000 homes for a year
issued 1.6 million
BC Services Cards
transmitted 150+
million messages
received 100 IM/IT
concept cases
Last year we
managed $55-70 million
investments on IM/IT Capital Projects
87,000+
prevented 1+ million
security intrusions per day
blocked 80+ million
spam messages
connected 33000 homes in150+
communities to high-speed internet
We support
2500+ servers
8000 network devices
132 critical
organizations
registered with
Business BCeID
reduced paper (print)
consumption by 23.8%
applications
1600 business applications
1900 databases
We delivered
Privacy & Security
Conference
OCIO Connect
4
13000+
mobile devices
33000+
Active Workstations
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OCIO Strategy 2016
WHAT WE DO
TELECOMMUNICATIONS AND
NETWORK INFRASTRUCTURE
Manage 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.
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.
DEVICE, PRODUCTIVITY
TOOLS AND SOFTWARE
Provide 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.
IDENTITY MANAGEMENT
IT SERVICE DELIVERY AND
RELATIONSHIP MANAGEMENT
STRATEGY, PLANNING,
PORTFOLIO MANAGEMENT
Provide 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.
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
IM/IT CAPITAL INVESTMENT
INFORMATION SECURITY
Manage 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.
Lead 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.
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.
5
Provide 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.
OCIO Strategy 2016
WHERE WE’RE GOING
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 experience
takes 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.
Ministry Vision
OCIO Mission
Excellence and innovation in
technology, services and program
delivery for British Columbians.
Modernize the BC Government's
services and workplaces to
benefit all British Columbians.
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6
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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.
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OCIO Strategy 2016
HOW WE WORK
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 the
design 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.
the OCIO |
CONTINUE OPERATIONAL EXCELLENCE
Manage corporate systems, ensure reliability
Performance
Waterfall
Plan-driven, approval-based
using the right approach
AND
BECOME MORE AGILE
Objective
Speed, innovation, agility
Focus
Approach
Governance
User Experience
Agile, Kanban, Lean Startup
Learning-driven, continuous improvement
Corporate suppliers, long-term deals Sourcing/Partners Small, new vendors, shorter-term deals
Specialized experts, traditional project mgt
Talent
IT Generalists, deal with uncertainty
Centred in IT, removed from client
Culture
Centred in Business, close to client
Long (months)
7
Time Horizon
Short (days, weeks)
OCIO Strategy 2016
HOW WE COLLABORATE
The transition to digital requires a whole-ofgovernment 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.
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 Officers
The 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 Council
The 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
Service Managers' Advisory 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.
The 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.
Citizens' Experience Board
Ministry Chief Information Officers
The 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.
The OCIO collaborates with the Ministry CIO (MCIO)
Council on setting IT strategy, and on planning,
developing and implementing new IT services.
IM/IT Capital Investment Board
The 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 Board
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 Agencies
The 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.
As 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).
8
OCIO Strategy 2016
TECHNOLOGY PILLARS
CONNECTIVITY
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
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 personal 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.
DIGITAL
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
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
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.
9
OCIO Strategy 2016
OUR STRATEGIC GOALS
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.
GOAL
ENABLE DIGITAL
Enabling 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.
ENGAGED WORKFORCE
GOAL
An 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.
OPERATIONAL EXCELLENCE
GOAL
GOAL
Striving 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.
MAXIMIZE VALUE
Maximizing 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.
10
OCIO Strategy 2016
GOAL
ENABLE DIGITAL
We Will
We will achieve this by
1. Provide the leadership, tools and collaborative
work environments that support digital service
delivery across the public service
1.1 Making it easier for government projects to use
agile approaches and acquire modern tools
4.1 Co-developing CloudBC, an online marketplace for
cloud services
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
5.1 Launching a hosting strategy, and delivering on
the OCIO’s implementation plan (Iaas & PaaS) for
cloud adoption
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
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
6. Connect 100% of British Columbians to high speed
internet
2.1 Raising awareness of the latest IT trends,
technologies and security vulnerabilities
7. Simplify identity verification (authentication) to
government services
2.2 Expanding the security awareness program
through an annual government security course
8. Support a personalized digital experience for
citizens
3.1 Creating more opportunities for smaller businesses
and entrepreneurs to contribute alongside
incumbent vendors and partners
11
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
OCIO Strategy 2016
GOAL
ENGAGED WORKFORCE
We Will
1. 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
3.1 Allocating resources and funding for innovative
OCIO projects
4.2 Exploring cloud-based productivity software for
all government staff
3.2 Creating more opportunities for OCIO staff to
network with industry peers, increase exposure to
technology trends, and acquire new skills
4.3 Making more collaboration tools such as video
conferencing, voice-over IP, and team project
management available to government staff
4.1 Offering government staff a better choice of the
devices they need to do their job, while protecting
sensitive information
4.4 Engaging OCIO staff to develop a training plan
to support the implementation of this strategy
We will achieve this by
1.1 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
12
OCIO Strategy 2016
GOAL
OPERATIONAL EXCELLENCE
We Will
We will achieve this by
1. Continuously improve the efficiency and
effectiveness of IT service management
1.1 Implementing a cloud-based IT Service
Management System (ITSM) to improve planning,
delivery, operations and control of IT services
offered to ministries
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
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
13
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 performance, security and interoperability
4.1 Implementing a portfolio management practice
OCIO Strategy 2016
GOAL
MAXIMIZE VALUE
We Will
We will achieve this by
1. Support government through investment in high
value IT projects
1.1 Managing the processes and oversight required by
the IM/IT Capital Process
2.3 Encouraging and guiding the responsible use of
cloud services
2. Modernize IT investment planning and IT
sustainability for assets managed by the OCIO
1.2 Establishing processes to ensure Strategic
Investment Fund (SIF) projects align with
government priorities
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")
3. Support government to build and share common
service components – "government-as-a-platform"
4. Leverage analytics capabilities to inform decision
making
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
14
4.1 Modernizing and automating OCIO business
processes and systems to gather data for analytics
OCIO Strategy 2016
OUTCOMES
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.
OUTCOME
OUTCOME
OUTCOME
OUTCOME
ENABLE DIGITAL
Citizens can access government information and services at the click of a button - anytime, anywhere,
and from any device.
ENGAGED WORKFORCE
An engaged, high-performing, collaborative workforce with the skills and tools needed to deliver on
government's priorities.
OPERATIONAL EXCELLENCE
Ministries can focus on delivering quality services, because the underlying technology and operations they
rely on are secure, stable and adaptable to change.
MAXIMIZE VALUE
Government meets citizens' diverse and ever-changing digital needs by optimizing investments in technology.
1515
OCIO Strategy 2016
ROADMAP
ENABLE DIGITAL
55
55
55
55
55
Digital Leadership and Tools
Cloud
IT Sourcing
Connectivity
BC Services Card
ENGAGED WORKFORCE
55
55
55
55
Talent
Succession
Culture
Training and Tools
OPERATIONAL EXCELLENCE
55 Infrastructure Stability
55 Information Security
55 IT Service Delivery
MAXIMIZE VALUE
55 Funding
55 IT Assets
55 Common Platforms
2016/17
2017/18
2018/19
»» 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
»» 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
»» 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
»» 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
»» 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
idenfied
16
OCIO Strategy 2016
HOW THE STRATEGY WAS CREATED
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.
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.
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.
The OCIO’s Strategic Senior Management Team aided
by a Strategy Working Group, participated in five
17
OCIO Strategy 2016
APPENDIX A - MEASURES
Strategic Goal
ENABLE DIGITAL
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
1.2
Participating 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
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OCIO Strategy 2016
Strategic Goal
ENGAGED WORKFORCE
Strategic Actions
Key Performance Indicators
Lead, Support
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
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OCIO Strategy 2016
Strategic Goal
OPERATIONAL EXCELLENCE
Strategic Actions
Key Performance Indicators
Lead, Support
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
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OCIO Strategy 2016
Strategic Goal
MAXIMIZE VALUE
Strategic Actions
Key Performance Indicators
Lead, Support
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
3.1
Providing 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
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OCIO Strategy 2016
APPENDIX B - GLOSSARY
DEFINITIONS
IDIM: Provincial Identity Information Management Branch
Digital Government: the use of digital technologies, as an integrated part of
governments’ modernization strategies, to create public value.
IM/IT Cap: IM/IT Capital Investment Branch
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.
IM/IT: Information Management / Information Technology
ISB: Information Security Branch
IT: Information Technology
NCCS: Network Communication and Collaboration Services
ACRONYMS
OCIO: Office of the Chief Information Officer
ASPB: Architecture, Standards and Planning Branch
PAAS: Platform as a Service
BFR: Budgeting and Financial Reporting Branch
PSA: Public Service Agency
BPS: Broader Public Sector
SAAS: Software as a Service
BRM: Business Relationship Management
SIF: Strategic Investment Fund
CSB: Corporate Software Branch
SMB: Service Management Branch
CDI: Customer Data Integration
SOC: Security Operations Centre
DevEx: Developers’ Exchange and DevOps Branch
SPPB: Strategic Planning and Policy Branch
Device AO: Device Administrator’s Office
STRA: Security Threat and Risk Assessment
Device: Device Services Branch
TSMA AO: Telecommunications Master Services Agreement Administrator’s Office
DMCPSI: Deputy Ministers’ Committee on Public Service Innovation
U2: Update 2 was a workstation refresh project
EBA: Enterprise Business Application
VAMP: Virtual and Migration Program
GCPE: Government Communications and Public Engagement
VoIP: Voice over Internet Protocol
IAAS: Infrastructure as a Service
WES: Workplace Environment Survey
22
OCIO Strategy 2016
OCIO Strategy 2016/17 - 2018/19
Office of the Chief Information Officer
4000 Seymour Place, Victoria BC
www.gov.bc.ca/ociostrategy