OCIO STRATEGY

2016

CONNECTIVITY SECURITY DIGITAL CLOUD MOBILITY

INTRODUCTION
Dear Colleagues, The four strategic goals laid out in this strategy set
our path forward: we will enable an innovative and
I’m proud to work for a province that delivers such digital government, exhibit fiscal prudence and
a wide range of programs and services to its maximize value from IT investments, operate a
citizens. Every day, OCIO staff support this delivery secure and resilient IT infrastructure, and ensure
by managing and maintaining a complex IT that our workforce is supported with the right
environment. As we transition towards a digital tools and skills for their day-to-day work.
government, how we manage this environment
will change. We must be responsive to constantly A united public service, where technology and
changing business needs and citizen expectations, the business walk and think side-by-side, will be
seek out innovative ways to deliver value to British the key to our success. By making more services
Columbians, and maintain public trust. available digitally for people who want them,
we ensure that traditional channels are available
I’m pleased to share with you the OCIO Strategy for people who need them. As we transition to a
2016 – which sets the 3-year strategic direction digital government we will face challenges, but we
for IT in government. The strategy is intended to will face them together, just as we celebrate our
guide OCIO staff and our partners on setting the achievements.
right IT priorities. For our colleagues throughout
government, the strategy is an articulation of what Bette-Jo Hughes, Chief Information Officer
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 “This strategy will help align our
reference it when setting direction or planning Bette-Jo Hughes
IT-related projects. The strategy is available online, Associate Deputy Minister shared path forward, so that
accompanied by an interactive strategic framework. and Government Chief together we can achieve our goals.”
Information Officer

OCIO Strategy 2016

2
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 »» Issued BC Services Card “passcode” and card reader »» Piloted BC Services Card pilot with Land Title &
authentication service devices 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 »» Made high-speed Internet accessible for 94% of »» Made high-speed Internet accessible for 95% of
British Columbians British Columbians 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 »» Transitioned 60%+ of schools and 30%+ of »» Transitioned 80%+ of schools and 50%+ of
project government sites to next-generation network government sites to next-generation network
»» Virtualized 60% of servers through the Data »» Completed Data Centre Virtualization Project »» Funded Home Healthcare Monitoring project
Centre Virtualization Project (VAMP) (VAMP) through Strategic Investment Fund (SIF)
»» Launched B.C. Broadband Satellite Initiative »» Replaced 2000+ legacy voice points with Microsoft »» Replaced 2500+ legacy voice points with Microsoft
Lync Enterprise VoIP “Connect Me” project Lync Enterprise VoIP “Connect Me” Project
»» Implemented new governance and
management model for IM/IT capital investment »» Piloted Skype for Business Enterprise Voice »» Enrolled 4000+ devices with the new mobile device
management service
»» Refreshed 30,000+ workstations and laptops »» Replaced over 7100 printers with 3360 Managed
through the U2 project Print Devices and reduced pages printed by 4.5 »» Launched BC Connectivity Map
million (23%) per month
»» 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

OCIO Strategy 2016

3
ABOUT THE OCIO issued 1.6 million
reduced power in the data centres
to light 5000 homes for a year
reduced paper (print)
consumption by 23.8%

BC Services Cards
prevented 1+ million
We are transmitted 150+ security intrusions per day

a team of 300+ employees

million messages Last year we
blocked 80+ million
received 100 IM/IT spam messages
concept cases

managed $55-70 million connected 33000 homes in150+

4 strategic relationships investments on IM/IT Capital Projects communities to high-speed internet
with large vendors 165 contracts

A few quick facts! We support

13000+
3.6+ 2500+ servers mobile devices

million 132 critical 8000 network devices 33000+

applications Active Workstations
BC Services
87,000+
ed
Cards issued
1600 business applications
to date organizations
1900 databases uc
registered with
Business BCeID
rod
We delivered int
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95% nd dBC ywhere
of British
Privacy & Security
Conference
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e

OCIO Strategy 2016

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WHAT WE DO
TELECOMMUNICATIONS AND HOSTING INFRASTRUCTURE DEVICE, PRODUCTIVITY
NETWORK INFRASTRUCTURE TOOLS AND SOFTWARE
Provide ministries and broader public
Manage government’s data and voice sector organizations with the hosted Provide government with the
networks to connect all government offices. infrastructure required to deliver technology solutions, software and
Provide strategic telecommunications services to citizens. This infrastructure tools they need. Ensure employees
services by engaging with different consists of our existing data centres are equipped with the tools to do
levels of government, the private sector, and is increasingly expanding into their jobs so that they can deliver
and various organizations to encourage cloud computing. quality and effective service to
the expansion of high-speed Internet citizens.
access and cellular coverage in B.C.

IT SERVICE DELIVERY AND STRATEGY, PLANNING, IDENTITY MANAGEMENT

RELATIONSHIP MANAGEMENT PORTFOLIO MANAGEMENT Provide ministries and BPS
Provide IT service management to Develop core government’s IT organizations with identity,
improve the planning, delivery, operations, strategy and business plans to align authentication and integration
ordering and control of IT services with government’s strategic goals technologies and services, so that
offered to ministries. Building on strong and operational business needs. employees, businesses, and citizens
relationships, we connect clients and Provide portfolio management have access to secure, online
partners to collaborate on how to get oversight to effectively deliver government services.
the best value from our IT products and government’s technology priorities.
services.

POLICY, STANDARDS, IM/IT CAPITAL INVESTMENT INFORMATION SECURITY

ARCHITECTURE Manage government’s IM/IT capital Lead the Information Security
Develop and implement government IT investment budget to support program on behalf of government.
policy and standards, and corporate IT government’s strategic priorities. Develop security policy and
architectures. Provide technology, Ensure investment and capital project standards, and educate government
security and policy-related guidance management tools and processes staff on information security risks.
and advice to ministries. Engage comply with governance standards. Prevent, detect, and respond to cyber
stakeholders through training and Monitor the IM/IT capital portfolio to attacks and lead investigations into
awareness programs, consultations and ensure benefits are realized. suspicious activities.
compliance programs.

OCIO Strategy 2016

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WHERE WE’RE GOING Ministry Vision OCIO Mission
Excellence and innovation in Modernize the BC Government's
technology, services and program services and workplaces to
We live in a digital world. It’s easy to do things like book appointments, do our delivery for British Columbians. benefit all British Columbians.
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

Experience · Innov
digital first - becoming a digital government. This means that the user experience Citizen atio
takes priority, irrespective of government structures or silos. It means that ign· nH
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citizens' information is theirs, to present and use as they wish when accessing e Mobile nf
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services. It means that the lines between government and the outside world are

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blurring and, by being open, we clear the path for businesses and

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entrepreneurs to innovate and build government services that we never

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contemplated. It means that technologies, like mobile devices, cloud computing

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and data analytics are creating new opportunities that allow us to make

Centre for Data

Security Cloud
better-informed decisions.

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· DataBC
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 DIGITAL
GOVERNMENT

Ident

cture
integrated into how government delivers programs and services. This presents
unique challenges and opportunities for the OCIO. Our existing roles,

hite
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relationships with IT partners and suppliers, culture, skills, approaches and

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tools are changing.

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Other areas of Government OCIO

OCIO Strategy 2016

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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 the OCIO | using the right approach
change, and will need to ensure staff pursuing either approach
are equally valued. AND
CONTINUE OPERATIONAL EXCELLENCE BECOME MORE AGILE
Instead of IT being the centralized function primarily focused
on keeping the systems working, IT and the business walk and Manage corporate systems, ensure reliability Objective Speed, innovation, agility
think side-by-side. User-centric design thinking, agile methods,
cloud computing, DevOps practices, and flexible work Performance Focus User Experience
environments are all part of this change. Staff require flexible
workplaces, effective tools and the freedom to experiment
Waterfall Approach Agile, Kanban, Lean Startup
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 Plan-driven, approval-based Governance Learning-driven, continuous improvement
design of security into systems and services right from the start.
Corporate suppliers, long-term deals Sourcing/Partners Small, new vendors, shorter-term deals
The OCIO’s traditional roles of compliance oversight, service
provision, and enterprise IT operations will be complemented
Specialized experts, traditional project mgt Talent IT Generalists, deal with uncertainty
by new ones:

• As “IT innovator and thought leader” we support the Centred in IT, removed from client Culture Centred in Business, close to client
transition to a digital government, create working
environments and leverage technology tools that catalyse Long (months) Time Horizon Short (days, weeks)
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.

OCIO Strategy 2016

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HOW WE COLLABORATE
Public Sector Service Delivery Council Service Managers' Advisory Council
The transition to digital requires a whole-of- Working with colleagues from jurisdictions across The OCIO shares information about our services and
government approach, supported by the OCIO. Canada on the Public Sector Service Delivery Council engages with the Service Managers' Advisory Council
Our relationships with our colleagues across (PSSDC), the OCIO provides leadership and expertise (SMAC) on how to continuously improve IT service
the BC Public Service, with other jurisdictions, on shared service delivery priorities, including digital delivery. The Council is internal to the BC government,
and with businesses and communities enable service delivery. made up of operational staff from across government.
us to solve the problems of tomorrow and
achieve our shared goals. Citizens' Experience Board Ministry Chief Information Officers
The Citizens' Experience Board (CEB) supports the work The OCIO collaborates with the Ministry CIO (MCIO)
of the Deputy Ministers’ Committee on Public Service Council on setting IT strategy, and on planning,
BC Technology Sector Innovation (DMCPSI) to improve British Columbians’ developing and implementing new IT services.
experience with government services. As a member of
The OCIO engaged BC's technology sector to build the
Developers’ Exchange and determine how it should
this board, the OCIO’s technologies, policies and ADMs of Corporate Services
strategies support this important work.
work, what it should look like, and what software The OCIO works with the Assistant Deputy Ministers
development tools to use. The launch of the Developers’ of Corporate Services (ADMCS) and collaborates on
Exchange has opened new doors for the Tech Sector to IM/IT Capital Investment Board setting direction in the provision of financial, IT, risk and
engage with, and sell services to, government. The IM/IT Capital Investment board, chaired by the other services, ensuring they are provided in the most
GCIO and provided secretariat support by the OCIO, effective and efficient manner.
BC Council of Chief Information Officers supports the work of the Deputy Ministers’ Committee
The OCIO provides leadership and secretariat support
on Public Sector Innovation (DMCPSI). The OCIO plays Central Agencies
a key role by prioritizing IM/IT capital projects,
to the BC Council of Chief Information Officers (CCIO). The OCIO works closely with all B.C. government
recommending project approvals, and recommending
The CCIO is made up of broader public sector CIOs who ministries and central agencies, including the BC Public
how funds are allocated within the IM/IT capital
come together to share strategies and ideas on the Service Agency, the Office of the Government Chief
envelope.
future of IT in British Columbia. A major milestone for Records Officer, Government Communications and
the CCIO is the launch of CloudBC. Public Engagement, Office of the Comptroller General,
Service Delivery Board and the Ministry of Finance.
Public Sector CIO Council As a key member of the Service Delivery Board
(SDB), the OCIO collaborates on the development of
The OCIO provides leadership and expertise to the Public government services as they are conceived or undergo
Sector CIO Council (PSCIOC). This cross-jurisdictional, transformation. The Board supported and approved the
Canadian council collaborates on shared IT priorities development of the Enterprise Business Architecture
like cyber-security, cloud computing and identity (EBA).
management to improve services for citizens.

OCIO Strategy 2016

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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
SECURITY
having the capacity to deal with the data generated by the Security is about safeguarding sensitive information and
devices that make up the Internet of Things - vehicles, homes, ensuring the confidentiality, integrity, and availability of
fitness and health devices, cameras and many other sensors. 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
DIGITAL threats or accidental breaches. In this context, government
has a responsibility to apply the appropriate safeguards that
Citizens expect the services they receive from their
will mitigate our risks.
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 CLOUD
service suited for digital, by shifting to digital we ensure Cloud computing provides convenient access to shared
traditional channels (i.e. in-person or over-the-phone) computing resources, where you only pay for what you
remain available for those who need them. 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
MOBILITY depending on business needs, and improve overall resiliency.
Transitioning services to the cloud will take time and privacy
Mobility is about identifying opportunities for government to laws must be observed. A hybrid or private-public approach
deliver services digitally via mobile apps or websites. Mobile can help us to get there.
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.

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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.

ENABLE DIGITAL
GOAL 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 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
GOAL 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.

OCIO Strategy 2016

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 GOAL ENABLE DIGITAL

We Will We will achieve this by

1. Provide the leadership, tools and collaborative 1.1 Making it easier for government projects to use 4.1 Co-developing CloudBC, an online marketplace for
work environments that support digital service agile approaches and acquire modern tools cloud services
delivery across the public service
1.2 Participating in the creation of a new 5.1 Launching a hosting strategy, and delivering on
2. Help to improve digital literacy across the public Innovation Hub and co-locating multidisciplinary the OCIO’s implementation plan (Iaas & PaaS) for
service teams to improve innovation, productivity and cloud adoption
collaboration and to ‘kick start’ suitable projects
3. Make it easier for the public service to connect 5.2 Establishing a ‘DevOps’ environment to speed
with BC's technology sector, to build better 1.3 Developing policies, standards, and security and up the provisioning and delivery of systems and
government services on their own or with us identity guidelines to facilitate the development software
of government mobile apps and services
4. Contribute to the development of a competitive 5.3 Offering the services and expertise for ministries to
marketplace that can be used to find technology 1.4 Supporting a digital government by providing a more easily adopt cloud offerings
and people for digital projects toolkit of digital guides and resources, that assist
public servants to develop better digital services 6.1 Working with private sector, First Nations, and all
5. Create a flexible infrastructure, on-premise and in levels of government to connect to high speed
the cloud, that is adaptable to changing business 1.5 Modernizing and simplifying key IT policies and internet
needs standards
7.1 Onboarding more government services to use the
6. Connect 100% of British Columbians to high speed 2.1 Raising awareness of the latest IT trends, BC Services Card for authentication
internet technologies and security vulnerabilities
7.2 Developing a mobile app that increases the
7. Simplify identity verification (authentication) to 2.2 Expanding the security awareness program convenience of the BC Services Card
government services through an annual government security course
8.1 Co-developing the new personalized digital
8. Support a personalized digital experience for 3.1 Creating more opportunities for smaller businesses services strategy
citizens and entrepreneurs to contribute alongside
incumbent vendors and partners

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 GOAL ENGAGED WORKFORCE

We Will
1. Attract, retain and develop skilled IT and business 3.1 Allocating resources and funding for innovative 4.2 Exploring cloud-based productivity software for
OCIO projects all government staff
leadership talent
3.2 Creating more opportunities for OCIO staff to 4.3 Making more collaboration tools such as video
2. Identify and empower our leaders of tomorrow
network with industry peers, increase exposure to conferencing, voice-over IP, and team project
technology trends, and acquire new skills management available to government staff
3. Foster a culture of innovation
4.1 Offering government staff a better choice of the 4.4 Engaging OCIO staff to develop a training plan
4. Provide the tools and promote collaboration for a devices they need to do their job, while protecting to support the implementation of this strategy
modern workforce sensitive information

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

OCIO Strategy 2016

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 GOAL OPERATIONAL EXCELLENCE

We Will We will achieve this by

1. Continuously improve the efficiency and 1.1 Implementing a cloud-based IT Service 2.3 Implementing an enterprise mobile management
effectiveness of IT service management Management System (ITSM) to improve planning, solution to protect our devices, apps and data
delivery, operations and control of IT services
2. Address advanced security threats to ensure offered to ministries 3.1 Ensuring compliance of the OCIO's mission and
trusted delivery of services business critical systems with the critical systems
1.2 Using modern analytics to predict which standard, and supporting compliance
3. Improve the resiliency of our infrastructure and workstations and laptop devices may be having government-wide
networks performance issues and security vulnerabilities
3.2 Continuing to implement the next generation
4. Optimize the OCIO's IT investment portfolio 2.1 Launching a Government Security Operations "Converged Edge" network to improve perfor-
Centre (SOC) to pro-actively monitor for advanced mance, security and interoperability
digital threats
4.1 Implementing a portfolio management practice
2.2 Implementing solutions that augment protection
against security threats to network, data and
endpoints

OCIO Strategy 2016

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 GOAL MAXIMIZE VALUE

We Will We will achieve this by

1. Support government through investment in high 1.1 Managing the processes and oversight required by 2.3 Encouraging and guiding the responsible use of
value IT projects the IM/IT Capital Process cloud services

2. Modernize IT investment planning and IT 1.2 Establishing processes to ensure Strategic 3.1 Providing guidance to standardize common
sustainability for assets managed by the OCIO Investment Fund (SIF) projects align with business capabilities (e.g. booking an appointment,
government priorities making a payment, notifying customers of status)
3. Support government to build and share common that can be used by multiple ministries ("build
service components – "government-as-a-platform" 2.1 Implementing corporate IT asset and investment once, use many times")
management software with supporting processes
4. Leverage analytics capabilities to inform decision 4.1 Modernizing and automating OCIO business
making 2.2 Reviewing corporate software agreements to processes and systems to gather data for analytics
reduce costs, improve services and optimize value

OCIO Strategy 2016

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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.

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

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

OPERATIONAL EXCELLENCE
OUTCOME 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
OUTCOME Government meets citizens' diverse and ever-changing digital needs by optimizing investments in technology.

1515 OCIO Strategy 2016

ROADMAP 2016/17 2017/18 2018/19
»» Developers' Exchange new payment options »» Developers' Exchange for BPS »» Developers' Exchange expansion
»» Cloud Strategy and implementation plan »» Cloud adoption engagement »» Support ministry cloud adoption
»» BC Services Card onboarding new services »» BC Services Card in-person identity service »» BC Services Card service growth
ENABLE DIGITAL »» BC Services Card app for Android »» BC Services Card app for Apple IOS »» BC Services Card app 2.0
»» Provincial Connectivity access at 96% »» Provincial Connectivity access at 97% »» Provincial Connectivity access at 98%
55 Digital Leadership and Tools »» Mobile app framework development »» Mobile app pilot using framework »» Mobile app framework published
55 Cloud »» Security Policy 3.0 »» Chapter 12 core policy redesign »» Security Policy 4.0 with STRA redesign
55 IT Sourcing »» Industry Intelligence program (IIP) »» Annual Security Course »» IIP and Annual Security Course expansion
55 Connectivity »» Agile training and guidebook »» Digital toolkit launch
»» ‘Kick Start’ program design »» ‘Kick Start’ program pilot and launch
55 BC Services Card »» DevOps production-ready »» DevOps expansion for multiple cloud providers

»» Training plan to deliver on OCIO Strategy »» Identify opportunities through WES results »» Workstation Services 2.0
ENGAGED WORKFORCE »» OCIO budget allocation for innovation »» Increase budget allocated for innovation »» Increase budget allocated for innovation
»» Telepresence 2.0 »» Wi-Fi expansion »» Guest Wi-Fi Expansion
55 Talent »» Voice modernization expansion »» Voice modernization expansion »» Voice modernization complete
55 Succession »» OCIO Connect 2016 »» OCIO Connect 2017 »» OCIO Connect 2018
55 Culture »» Privacy and Security Conference 2016 »» Privacy and Security Conference 2017 »» Privacy and Security Conference 2018
»» Developing our leaders »» Simplified policy playbooks »» Increase staff on cross-government projects
55 Training and Tools
»» Innovation and trends awareness for staff »» Innovation and trends training opportunities
»» Cloud office productivity suite analysis »» Cloud office productivity suite pilot
»» IT/HR talent management strategy »» Succession Management Program
»» Coaching and Mentoring strategy

»» Mobile Device Management (MDM) »» MDM enrollment complete »» MDM expansion to BPS
OPERATIONAL EXCELLENCE »» Converged Edge (CE) network 70% »» CE network 85% »» CE network 100% complete
»» ITSM problem management »» ITSM change management »» ITSM configuration management
55 Infrastructure Stability
»» ITSM knowledge management »» ITSM order management »» ITSM additional modules
55 Information Security »» Secure Internet Service »» Vulnerability Management Program »» Information Security Classification complete
55 IT Service Delivery »» Security Operations Centre phase 1 launch »» Security Operations Centre phase 2 expansion
»» Digital Certificate Service »» Critical Systems Standard 2.0
»» Business Relationship Management (BRM) »» IT Strategy Program with Portfolio Management

MAXIMIZE VALUE »» My Service Centre dashboard »» My Service Centre analytics capability »» My Service Centre advanced reporting
»» IM/IT Capital ministry consultations »» IM/IT Capital investment value framework »» IM/IT Capital automated intake of business cases
55 Funding »» IT investment registry developed »» IT investment registry rollout »» IT investment health review and rationalization
55 IT Assets »» Enterprise Business Architecture (EBA) 2.0 »» EBA 2.0 service registry
»» Strategic Investment Fund (SIF) projects »» SIF Fund fully allocated
55 Common Platforms idenfied

OCIO Strategy 2016

16
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 workshops based on these inputs to paint the OCIO’s
strategy, we connected with groups from across story of “Where we are today”, “Where we want to go”
government to share stories, strategies and priorities and “How we’re going to get there”. Open houses were
to inform the future vision of service delivery in the held for all OCIO staff, the Ministry CIOs and
BC Public Service. We collaborated with our ministry representatives from each Ministry to provide feedback
colleagues through transformation planning and the on an early draft.
development of the MTICS Strategic Plan. We
gathered insights on emerging digital trends from The OCIO Strategy 2016 is a reflection of this work: an
industry experts and through conversations with other integrated, cross-functional source, which provides a
government jurisdictions around the world. 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

OCIO Strategy 2016

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APPENDIX A - MEASURES
Strategic Goal ENABLE DIGITAL
Strategic Actions Key Performance Indicators Lead, Support
Making it easier for government projects to use agile approaches and acquire
1.1 modern tools
»» agile guide developed DEVEX, ASPB

Participating in the creation of a new Innovation Hub, co-locating multidisciplinary

1.2 teams to improve innovation, productivity and collaboration and to ‘kick start’ »» # of projects DEVEX
suitable projects
Develop policies, standards, and security and authentication guidelines to facilitate
1.3 the development of government mobile apps and services
»» mobile framework use ASPB, IDIM, ISB

Supporting a digital government by providing a toolkit of digital guides and

1.4 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

Expanding the security awareness program through an annual government

2.2 security course
»» % of staff completing the course ISB

Creating more opportunities for smaller businesses and entrepreneurs to contribute

3.1 along side incumbent vendors and partners
»» # of payments made through developers exchange DEVEX, ASPB, HOSTING

»» # of vendors onboarded to CloudBC

4.1 Co-developing CloudBC, an online marketplace for cloud services
»» service use through CloudBC
CSB

Launching a hosting strategy, and delivering on the OCIO’s implementation

5.1 (IaaS & PaaS) plan for cloud adoption
»» % increase of hosting services transitioned to the cloud HOSTING

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

5.2 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

»» # of government services onboarded

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

»» app use
7.2 Developing a mobile app that increases the convienience of the BC Services Card
»» 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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Strategic Goal ENGAGED WORKFORCE
Strategic Actions Key Performance Indicators Lead, Support

»» # of IT recruits
Strengthening IT workforce thoughout government, by working with the PSA to
1.1 improve recruitment, development and talent mobility
»» # of FTEs created by capital projects IM/IT CAP
»» % Increase in IT related Co-op hires

Identifying opportunities for OCIO staff to work on government projects that

1.2 build and develop IT skills, capabilities and experience
»» # OCIO staff on cross-govt projects SSMT

Supporting OCIO staff to take on temporary assignments to meet their

1.3 development objectives
»» # relevant temporary assignments SSMT

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

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

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

Creating more opportunities for OCIO staff to network with industry peers, increase »» # staff attending key events
3.2 exposure to technology trends, and acquire new skills »» % increase in new communications
SPPB

Offering government staff a better choice of the devices they need to do their job, »» employee satisfaction
4.1 while protecting sensitive information »» % increase of mobile devices enrolled
DEVICE

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

Making more collaboration tools, like video conferencing, voice over IP, team project »» employee satisfaction
4.3 management available to government staff »» % legacy voice lines transitioned
NCCS

Engaging OCIO staff to develop a training plan to support the implementation

4.4 of this strategy
»» documented plan developed SPPB

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Strategic Goal OPERATIONAL EXCELLENCE

Strategic Actions Key Performance Indicators Lead, Support

»» # branches using enterprise ITSM tools

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

Using modern analytics to predict which workstations and laptop devices may »» % increase in proactive problem resolution
1.2 be having performance issues and security vulnerabilities »» % of vulnerabilities remediated
DEVICE, ISB

Launching a Government Security Operations Centre (SOC) to pro-actively »» % availability of security infrastructure
2.1 monitor for advanced digital threats »» % success in responding to cybersecurity threats
ISB

Implementing solutions that augment protection against security threats to »» # enrolled in Digital Certificate Service
2.2 network, data, and endpoints »» % of ministries implementing data security classification
ISB, DEVICE

Implementing an enterprise mobile management solution to protect our

2.3 devices, apps and data
»» % government mobile devices enrolled ISB, DEVICE

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

Continuing the implementation of the next generation "Converged Edge"

3.2 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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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

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

Implementing corporate IT asset and investment management software with »» # assets linked to investments
2.1 supporting processes »» 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

Providing guidance on standardization of common service building blocks

3.1 (e.g. booking an appointment, making a payment, notifying customers of status) »» service registry created ASPB
that can be used by multiple ministries ("build-once, use-many times")

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

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APPENDIX B - GLOSSARY
DEFINITIONS IDIM: Provincial Identity Information Management Branch

Digital Government: the use of digital technologies, as an integrated part of IM/IT Cap: IM/IT Capital Investment Branch
governments’ modernization strategies, to create public value.
IM/IT: Information Management / Information Technology
DevOps (Development and Operations): The practice of operations and
development engineers participating together in the entire service lifecycle, ISB: Information Security Branch
from design through the development process to production support.
IT: Information Technology
MyGov: a project managed by GCPE to provide citizens with a personalized
service experience. NCCS: Network Communication and Collaboration Services

OCIO: Office of the Chief Information Officer

ACRONYMS
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

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OCIO Strategy 2016/17 - 2018/19
Office of the Chief Information Officer
4000 Seymour Place, Victoria BC
www.gov.bc.ca/ociostrategy