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Office of the Chief Information Officer

Information Management Strategic Directions

Presentation to ISACA Victoria Chapter

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Dave Nikolejsin

Chief Information Officer

March 21, 2007

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CIO Mandate

• Mandate from Cabinet– Standards, Oversight, Approvals– Province’s information and communications technology

• Authorities from Treasury Board– Core Policy and Procedures, Chapter 12.2– Roles & Responsibilities

• Privacy, Security, Information Management, Information Technology

• Ministry CIO’s2

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Context

• Information Sharing for Better Outcomes

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• 5 Great Goals• Citizen Centered

Services• Value for Money

WHY?

The CIO Office needs to address Information Technology AND Information Management

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• 4.3m Citizens

• 400k Businesses

• 2m+ Workers

• 600k+ Workers associated with public service delivery

Business Transformation at Provincial Scale

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Government Business Transformation Initiatives

Goal 1: Education• Virtual Classroom, BCsSIS• Enhance PLNet

Goal 2: Health• eHealth Lab results, e-Drug,

doctor’s office connectivity

Goal 3: Social and Justice• Social Sector integrated case and

contract management• MEIA Multi-Channel Service

Delivery• Emergency Management• Crime Reduction• First Nations Digital Divide

Goal 4: Environment• Avian Influenza• Land Data Resource Warehouse

Goal 5: Jobs• Supported through Goals 1-4

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6Technology Information Business/Work

Process Transformation

Within Ministry

Across Ministries

Network of Public Sector Orgs

Network of Public & Private Sector

OrgsMore Difficult

More Difficult

Much More Difficult

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• Restructure IM/IT Governance in the B.C. Government

• Create “true” Ministry CIO’s• Revamp the IRMP( investment)

process to meet the needs of the enterprise

• Use research and evidence to support policy/decision making

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• Create good standards that we can afford

• Business drives the decisions• Involve Ministries in the

decision making process• Address Privacy Issues• Address Security Issues• Leverage our existing

investments wisely• Involve the private sector

effectively

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• Projects:– Health Information

Access Layer (HIAL)

– Integrated Case Management in the Social Sector

– Digital Divide/First Nations connectivity

– Emergency Management Systems

• Governance over the projects lifecycle

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• Evidence based program evaluation

• Policy Hub to share “what we know”

• Effective cross-enterprise decision support tools, data warehouses, etc.

• Job satisfaction for a knowledge based workforce

• Outcomes• Transformation?

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The enterprise has confidence that its investments are prioritized correctly

We are sharing info where Policy and Privacy permit

We can measure our outcomes and make good decisions

based on evidence

We’re delivering what we promised

Ministries CAN share information if they

have the will

Good standards provide a foundation for info sharing

The CIO is trusted to help, facilitate, lead as necessary

How Will We Know It’s Working?

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How will we do this?

• Get organized

• Get a handle on projects

• Project assessment model

• Project life cycle governance to ensure results are measured

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Shared Services Board of Directors

Deputy MinisterCouncil

CIO Council

Strategic HR Council

• GCIO Chair• Ministry Vice chair • MCIOs• SSBC rep• SBC rep

Represents interests of Line and Program and ADMs with respect to IM/IT

IM/IT GovernanceBodies

Represents interests of DMsWith respect to IM/IT

Deputy Minister

MinistryCIO

Deputy Minister

Government CIO

ADM With Responsibility

for IM/IT

IM/IT PositionalAccountabilities

ADM of CorporateServices Council

SFO Council

Get organized

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Some Degree of OversightThroughout Project Lifecycle

ConceptAcquire /

BuildDesign ImplementRequirements

Transfer ToOperations

GovernanceOCIO

Level of involvement and due diligence varies depending on project type and phase

Get a handle on projects

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IM/IT OperationsActive ProjectsProposed Projects

Recommended With Conditions

Recommended

Not Recommended

CompletedAssessment

Business Transformation

Corporate Coordination of IM/IT Projects

System Enhancement

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Maintenance

Get a handle on projects

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1. Business initiatives (priority, impact on great goals, outcomes, service plan, level of support from executive)

2. Conformance with government architecture• Architecture & standards• Government conceptual architecture• Integration Infrastructure Program

3. Finances, projects governance, project delivery4. Fit/alignment within corporate context

Project assessment model

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“Not A Fire And Forget Approach”

- Approach and approvals associated with each phase

- Evidence-Base measurement of impact on outcomes

Project life cycle governance

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CIO Expectations - Working Together1. Office of CIO • Lead restructuring of governance and planning

• Enhance policy, architecture, and standards • Infrastructure integration program • Lead corporate project life cycle management for IM/IT

initiatives

2. Ministry CIO‘s • Partner on implementation of revised governance and planning (CIO council)

• Ensure projects are aligned to business needs and corporate IM/IT direction

• Develop and support the CIO Council tactical plan

3. Ministry IM/IT Professionals

• Participate on architecture review council• Input and assist development of government architecture,

standards, and Infrastructure Integration Program• Ensure projects are aligned with IM/IT direction

4. WTS • Like 2 and 3 above, plus • Corporate services & technical infrastructure to support

IM/IT direction and approved projects 19