Post on 25-Jun-2015
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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