GovConnect BC Towards an Open and Citizen-Centric Public Sector

Transcription

1 CI JOIN THE #GovConnect The GovConnect Network Towards an Open and Citizen-Centric Public Sector 2017 Event Snapshot Date December 5th, 2017 Location Fairmont Empress Victoria, British Columbia, Canada 2017 website website CanadianInstitute.com/GovConnect-BC a C5 Group Company Business Information in a Global Context

2 Event Overview For years, citizens have enjoyed the benefits of the consumerization of technology in the private sector. Now tech-savvy citizens are holding governments to higher expectations. Governments are feeling the pressure to adapt or risk becoming less relevant. is part of the GovConnect series and offers a unique, invitation-only format for heads of IM/ IT and policy to enable direct collaboration with peers involved in public sector transformation from across BC. Participants discussed and worked through challenges relating to the adoption and implementation of new tools, technologies, and approaches to being more citizen-centric. These conversations also included strategies around change management, leadership, and team governance. The rotating roundtable sessions allowed attendees to take advantage of direct engagement with topics at the heart of BC s public sector transformation. Excellent opportunity to meet people within provincial government working on similar projects and facing similar challenges. Also opportunity to learn from those who are ahead. Kelli Kryzanowski Director, Strategic Initiatives Ministry of Environment, Province of BC Event Contacts Producer Charlotte Pedersen C.Pedersen@canadianinstitute.com (P) x 7335 Marketing and Press Ashleigh Baker A.Baker@canadianinstitute.com (P) x 7275 Sponsorship Daniel Gellman D.Gellman@canadianinstitute.com (P) x 7389 Graeme Cowlen G.Cowlen@canadianinstitute.com (P) x 7387

3 The Format The unique format of this event is structured around a series of rotating peer-to-peer discussion tables that enable in-depth discussion and thought leadership. It avoids a traditional conference style death by PowerPoint to ensure each delegate receives an experience tailored to their current situation. Moderated by experts, participants benefit from 5 rotations featuring informal, dynamic discussions with peers focusing on one aspect of digital transformation. These moderated discussions allow face-to-face interaction between delegates and speakers to focus on business challenges, implementation issues, and practical solution strategies. HOW DOES THE INTERACTIVE ROUNDTABLE WORK? 40 minute discussion Delegates allocated to a group Delegates rotate around discussion tables during the day Delegates are strategically divided into groups before the event, ensuring a diverse range of perspectives and experiences. Every group visits 5 tables, each featuring a different discussion topic, for a 40-minute discussion throughout the day. Each table is moderated by a public sector leader as well as an executive from a technology partner. After every 40-minute discussion, the groups rotate to the next roundtable to have a new conversation on a new topic.

4 Roundtable Discussion Summaries Many ideas and learnings were shared among delegates as they worked to come up with strategies and takeaways they could bring back to their teams. Explore some of the common themes and pain points that emerged from these roundtable discussions: SECURING SENSITIVE INFORMATION FOR CITIZENS PRIVACY & PEACE OF MIND Moderator: Gary Perkins Chief Information Security Officer (CISO), Information Security Branch Government of BC Co-Moderator: Douglas Santos Security Strategist Fortinet To set the stage, this table first spoke of cyber security in the global context, noting that cybercrime will cost the world in excess of $6 trillion annually by 2021; an increase from $400 billion in early As a response, the global spending on cybersecurity defence is projected to exceed $1 trillion over the next 5 years. During the discussions, delegates were asked to consider recent breaches such as Equifax, Deloitte, Accenture, and Uber, and were reminded that organizations do not get to choose whether they are attacked. As incidents are increasing in frequency in addition to getting more sophisticated and targeted than ever before, no organization is immune to attack. They noted that doing the basics well will only stop about 80% of the problems. As such, incidents have become a matter of when rather than if. Participants examined this shift as organizations are judged not only on their ability to prevent attacks, but detect and respond to them quickly as well. Moving from the what, delegates tried to identify the why why has the environment become one where cyber attacks are able to thrive? The group identified which of the commonly discussed challenges around security are true challenges, and decided: not enough resources (excuse) not enough funding (excuse) not enough people (excuse) can t get access to skills (fair) it s not a priority (fair) legacy applications (fair) technical debt, security debt (fair) lack of understanding of the word security (fair) Security was identified as a threshold capability, without which organizations will not be able to extract value out of other services as they won t be trusted. Citizens deserve to conduct their online transactions knowing the information entrusted to governments is secure. By setting a solid foundation of enterprise-wide security, it makes it possible to promote Cloud usage, mobile devices, mobile employees, Internet of Things all of which improve efficiency and help with cost savings.

5 In terms of solutions, participants looked to the possibilities of blockchain and hyper ledger to help with things like identity access management, and enabling citizens to be in control of their data. Another suggestion was to resist the urge to capture more information than is required. It was concluded that security is not just an IT problem, but a business enterprise risk issue. As such, security should be a top issue of concern for executives and Boards of Directors globally, as it is an enabler to the business. Executive (and policy) support is key to the success of any organization s security, and ultimately, ability to adopt new technology and stay relevant. Looking ahead to next steps and takeaways, the group was asked to think about the key pillars of security and identify what they should be focusing on for a defensible security posture within their organization. In addition to the pillars discussed throughout the roundtable conversation, what would their fourth pillar be? Defense Security Posture Mitigates Risk to an Acceptable Level to Prevent, Detect, and Respond to Attacks Education Legislation Technology? Identity? Trust? Engagement? Communication? Collaboration? People? OPEN AND ANALYTIC GOVERNMENT DATA: PUTTING DATA TO USE Moderator: Mélanie Robert Executive Director, Service and Open Government Treasury Board of Canada Secretariat The purpose of this discussion was to define what open data is, and what the benefits & outcomes of using it within government can look like. Full summary unavailable at this time.

6 ENGAGING THE DIGITAL CITIZEN Moderator: Tanya Twynstra Director, Citizen Engagement BC Government Communications and Public Engagement Co-Moderator: Brent Kennedy Account Manager, Public Sector Western Canada Adobe The purpose of this discussion was to explore how to keep up with rising expectations of tech-savvy citizens, and deliver services as painlessly and seamlessly as the private sector. Full summary unavailable at this time. UTILIZING PUBLIC CLOUD MODELS TO THEIR FULL POTENTIAL Moderator: Stephen Gordon Executive Director, Corporate Software Branch & Cloud Strategy Lead Office of the Chief Information Officer (OCIO), Ministry of Citizens Services, Government of BC Co-Moderator: David Lurie Senior Account Manager, Public Sector Government, Amazon Web Services Cloud Computing has certainly received more serious consideration from governments in the latter half of this decade, as it offers the opportunity to streamline inefficient technology, cut waste, and deliver services quicker. Despite these benefits, it can remain daunting to address the challenges around Cloud deployment in governments. The group discussions focused on three topics: people, privacy compliance, and value propositions. During the roundtable conversations, the discussion leaders noted that there is significant work ahead on the people side, for any organization considering moving forward with enterprise adoption of Cloud. In particular, many people are still wrapping their heads around the impact to their job roles. Compliance (security and privacy) also remains a hot-topic with considerable variation of understanding of how Cloud, whether private or public, meets compliance requirements. There is certainly an educational and change management piece that needs to be hammered down leading up to the adoption of this technology. Beyond compliance and change-management, value proposition was also a strong topic of interest during the discussions. Delegates were curious to learn more about actual examples in which Cloud was used, and the impacts it had. As such, sharing use-cases that speak to past cost savings and business capabilities enabled by Cloud would go a long way in helping people understand why Cloud is compelling, and also why it isn t always the answer. This educational piece is important to understanding why Cloud is (or isn t) a fit to address your organization s challenges. Throughout the roundtable rotations, a disconnect emerged between Cloud services perceptions and facts. For governments to be able to take advantage of what Cloud offers, it is essential that those at the forefront of negotiating for Cloud services, and those already using Cloud services, collaborate and share information with their colleagues and other organizations to show real-world impacts that Cloud services can have on government processes and services.

7 BUILDING THE AGILE NATION IN PUBLIC SECTOR Speaker: Evan Leybourn Senior ICT Executive, Business Transformation Leader & Author (Formerly Business Intelligence Transformation Program Agile Lead, Department of Immigration and Citizenship, Australian Government) Comparing conversations to those had in Asia-Pacific regions where the discussion leader is from, the level of discourse was quite innovative and forward-thinking for most of the Canadian teams. The conversations explored 4 key challenges relating to Agile adoption: Theory of Constraints The groups looked at how the biggest limitation to government organisations achieving agility isn t the IT teams. In fact, there are diminishing returns on the investment in this space because the leadership, governance, HR or finance are the biggest constraints. As the discussion leader noted in one of his articles on the topic, An organisation can only be as agile as its least agile division! Governance Participants explored the different types of governance (approval vs audit) and the fact that most government organisations do not have a clear understanding of risk management. Therefore, they take the hardest governance approach (approval) which includes stopping all work before deciding to continue. This causes significant delays and inefficiencies compared to the audit approach where work is allowed to proceed, but there is a feedback loop to ensure the right work is being done. Journey Thinking Delegates discussed the different models that organisations are using to align their work with customer journeys and experience rather than internal processes. Participants looked at the benefits of that approach and a few tips of how to get started (empathy mapping, journey mapping, user centric design and design thinking). The group looked at use-cases, such as The Development Bank of Singapore s journey approach, to dig deeper on the topic of successful journey thinking. #NoProjects Finally, the group discussions concluded with the exploration of different ways of funding and approaching work. The fact that project thinking is by nature temporary, as is analyzed in this article, means that continuous improvement becomes less of a possibility and certainly more costly. Addressing IT needs using project thinking can cause loss of knowledge, can be expensive, and responds only to a static need. Additionally, project thinking does not result in the predictability that executives are looking for when it comes to continuous improvement and change. As such, the group talked about the continuous improvement culture that has emerged around the world and how they can structure their work accordingly.

8 CI Attendee Feedback I met a lot of interesting people who I will stay in touch with so the networking component was great as usual. Sara Bergquist Online Communications Manager Government of Yukon The speakers were great and the round tables were very informative. Guy Landry Service Design Analyst Ministry of Justice, Province of BC The range of speakers brought a good balance of topics within an overall framework. The real world examples and experiences resonated with the direction that our organization is going and has practical discussion areas for further research within out organization. Gordon McLean Client Business Manager Ministry of Finance, Province of BC

9 Attendees TITLE Executive Director, Strategic Projects Director, ITS Service Delivery Program Manager, IT Director, Information Security & Privacy Executive Director, People & Workplace Strategies Director, Business Intelligence Project Director Director, Security Privacy & Compliance Director, Strategic Initiatives Information Management Technology Director, Information Management & Architecture Senior Economist Director, Digital Systems Executive Director, Corporate Software & Cloud Strategy Lead Director, Organizational Effectiveness Director, Information Technology Director, Operation Analysis Director, Records & Information Management Manager, Business Intelligence Research & Analytics Director, IT Services Branch & CSO VP, Transformation Information Services Manager, Client Business Privacy & Information Security Officer Founder General Manager, Corporate Services Manager, IT Chair President Director, Corporate Planning & Event Leader DEPARTMENT Attorney General & Public Safety Sector BC Assessment BC Housing Management Commission BC Justice Sector BC Ministry of Advanced Education BC Ministry of Advanced Education Skills & Training BC Ministry of Attorney General BC Ministry of Citizens Services BC Ministry of Environment BC Ministry of Finance BC Ministry of Forest Lands Natural Resource Operations & Rural Development BC Ministry of Justice BC Ministry of Technology Innovation & Citizens Services BC Ministry of Technology Innovation and Citizens Society BC Oil & Gas Commission BC Oil & Gas Commission BC Oil & Gas Commission BC Oil & Gas Commission BC Pension Corp BC Pension Corporation BC Public Service Ministry of Finance BC Public Service Ministry of Finance Business Agility Institute Comox Valley Regional District Cowichan Valley Regional District Digital Hamilton Task Force Digital ID & Authentication Council of Canada Elections BC

10 TITLE Senior Programmer Analyst Director, Citizen Engagement Manager, Online Communications Chief Information & Technology Officer Service Design Analyst Director Business Application Analyst Business Application Analyst Manager, Business Innovation Analyst, Security & Privacy Director, Information Management Security & Privacy Director, Communications & Engagement Executive Director Learning & Development Strategist Natural Resources Transformation Secretariat Team Lead, Change Management Lead, Cloud Strategy Engagement Assistant Auditor General Chief Information Security Officer Chief Strategist Manager, Program Planning & Implementation Manager, Information Management & Privacy Chief Information Officer Chief Information Officer Director, Corporate Administration Executive Director, Service & Open Government DEPARTMENT Elections BC Government Communications & Public Engagement Government of Yukon ICBC Ministry of Attorney General BC Ministry of Children & Family Development Ministry of Children and Family Development Ministry of Children and Family Development Ministry of Children and Family Development Ministry of Transportation & Infrastructure Ministry of Transportation & Infrastructure Natural Resource Transformation Secretariat Natural Resource Transformation Secretariat Natural Resource Transformation Secretariat Natural Resource Transformation Secretariat Natural Resource Transformation Secretariat OCIO Ministry of Citizens Services Office of the Auditor General BC Office of the Chief Information Officer Open Innovation Environment and Climate Change Canada Province of BC Province of British Columbia Simon Fraser University The Representative for Children & Youth Township of Langley Treasury Board of Canada Secretariat