Chief Information Office Annual Accountability Report For the Fiscal Year 2013/2014

Transcription

1 Chief Information Office Annual Accountability Report For the Fiscal Year 2013/2014

2 Chief Inforrriation Office Accountability Report for 2013/2014 TuIiIe of Contents Accountability Statement 2 Message from the Minister 3 Financial Results 4 Measuring Our Performance 5 Accelerate Government s Transformation through Technology 5 Enable Citizen-Centred Government through Technology 6 Set a New Service Agenda for Improved Technology and Information Service Delivery 7 Appendix A 11

3 Accountability Statement Chief Information Office Accountability Report for 2013/2014 The Accountability Report of the Chief Information Office (Office) for the year ended March 31, 2014 is prepared pursuant to the Finance Act and goverrnnent policies and guidelines. These authorities require the reporting of outcomes against the Chief Infonuation Office Statement of Mandate for the fiscal year The reporting of the Chief Information Office outcomes necessarily includes estimates, judgments and opinions by the Office s management. We acknowledge that this Accountability Report is the responsibility of the Office s management. The report is, to the extent possible, a complete and accurate representation of outcomes relative to the goals and priorities set out in the Chief Infonriation Office Statement of Mandate. Minister ad e uty Minister fandra Cascad en Chief Informat ficer 2

4 Chief Information Office Accountability Report for 2013/2014 Message from the Minister I am pleased to present the Nova Scotia Chief Information Office s Accountability Report for the fiscal year 2013/2014. The report is an accounting of the work undertaken by the staff of the Office in the pursuit of the strategic goals and priorities outlined in the Office s 2013/2014 Statement of Mandate. Honourable Labi Kousoulis Minister 3

5 Chief Infonnation Office Accountability Report for 2013/2014 Financial Results Chief Information Office Accountability Report Chief Information Office Estimate Actual Variance rogram & Service Area ($thousands) ($thousands) ($thousands) kogram Expenses: 1 dministration 815 1, Corporate Information Strategies 4,754 3,750 (1,004) Infrastructure Service Management 26,194 24,496 (1,698) TotaiProgramExpenses 31,763 29,378 (2,385) [ dditional Information: F ees and Other Charges 0 (2) (2) Ordinary Recoveries (367) (598) (231) frrovinciai Funded Staff (Net FTEs) (23.4) Significant Variance Explanations: Estimate to Actual 1. Overall, total program expenditures were $2,385 thousand under budget, primarily due to $1,511 thousand temporary staff vacancy savings, $81 2K thousand amortization savings and net operating savings $62 thousand. 2. Ordinary Recoveries were $231 thousand over budget due to increased recoveries for Provincial Data Network services and Service Level Agreements. 3. FTEs were 23.4 under budget due to temporary staff vacancies. 4

6 Chief Information Office Accountability Report for 2013/20 14 Measuring Our Performance This section reports on each oft/ic Office Mandate. measures as outlined in the 2013/2014 Statement of Accelerate G oveunni dnts Transfonna Hon through Technology Outcome: Technology and Information (T&I) Strategic Plan and government s priorities are aligned. Measures: Departmental Business and/or IT Strategic plans submitted from all departments Governance Committees have reviewed and provided direction on all submitted plans IT Strategies supported by appropriate IT enabled Initiatives Progress against Measures The focus of T&I strategic planning fell to the Client Relationship Management and Enterprise Architecture teams, specifically the Directors of Strategic Relations (DSRs), and the Director of Enterprise Architecture respectively. In the spirit of delivering on business strategic plans, the DSRs worked with the various government departments and agencies to create appropriate business cases that supported their departmental business strategies, and these business cases became submissions to the Tangible Capital Asset (TCA) process. All IT enablernent TCA submissions were reviewed for architectural alignment by a team led by the Director of Enterprise Architecture, and then reviewed and scored by the Strategy Governance Committee to ensure appropriateness to the greater good of government. To supplement the alignment of T&I strategic planning to new government priorities, a series of initiatives were launched to strengthen planning and execution processes. Efforts included: Further refinement of the T&I Architectural Roadmap (providing an approach to adapt new technologies that support strategic needs, such as those required by a mobile workforce), Further maturation of the Application Portfolio (a guide to all software systems and solutions in use across government), Creation of an Enterprise Architecture Guide (a navigation guide used in the initiation of new projects in alignment to existing standards and future plans). All initiatives were completed by the end of the fiscal year. Conclusions The Chief Information Office has continued to build processes in an effort to yield executable strategic plans that support key business strategies. Flexibility is a necessary ingredient within the Office, given a constantly changing environment, thus having a clear baseline or roadmap from which to plan is proving to be essential. A stronger focus on strategic versus tactical planning is beginning to net positive results including a reduction in requests for redundant systems, better alignnient of new systems with existing technologies, and better asset utilization of software 5

7 solutions in use today. Chief Information Office Accountability Report for 20 13/2014 Enable Citizen-Centred Government through Technology Outcome: Standardized ClO support model to accommodate requirements for enabling citizen and business e-governrnent accessibility Measures: Identify Access Management (TAM) service designed Project launched to create actual lam service Progress against Measures A project known as Signet is an initiative that involves the creation of a single, comprehensive enterprise-wide Identity Access Management (TAM) solution to enable online access by citizens via the Access to Business (A2B) and Access for Citizens (A4C) portal created by Service Nova Scotia. This initiative will result in a robust, secure, private, and reliable TAM solution, which is convenient and easy to use. The solution will provide Government with an ability to expand many different service offerings previously limited to over-the-counter into online services, allowing citizens to self-serve online in an efficient, secure, and safe manner. Without this solution, further online based service improvements will be limited. During the first of two phases, the Signet project focused on requirements gathering, solution design, and consultation with various departments in Government to understand the aspects of an identity and access management system that would support the A2B and A4C portal solutions. Phase 1 concluded during the last quarter of the fiscal year, and successfully provided the following deliverables: Overall design that is in alignment to the Pan-Canadian Identity and Access Management Framework, Documented results from the consultation of 17 Government departments and agencies, Alignment with A2B, A4C Citizen Portal projects, Detailed analysis and solution design, including detailed requirements, business process design, technical architecture, change management approach, conceptual privacy impact assessment, governance and legislative review, service delivery model, and an implementation plan for Phase 2 of the project. Phase 2 will result in the creation of an Identity and Access service. While efforts are underway to launch this second phase, it had not started by fiscal year end. 6

8 Chief Information Office Accountability Report for 2013/20 14 Conclusions This effort involves very close collaboration with Service Nova Scotia and other departments throughout government. Consultation with other provincial jurisdictions that are exploring similar solutions have assisted the project team in terms of lessons learned and good practice, which helped propel the overall effort in the right direction toward creating a sustainable and robust solution. Phase 1 was completed as expected (the first measurement in the mandate); however, Phase 2 did not launch by year-end (the second measurement in the mandate). Phase 2 is expected to launch in the first quarter of fiscal 2014/15. Set a New Service Agenda for Improved Technology and Information Service Ddilvery Outcome: Increased focus on customer-centric services Measures: Improved customer service metrics Increased interaction with customer base at all levels Improved internal processes Progress against Measures The Chief Infonnation Office s Client Services section has created a series of metrics that have been used to monitor and track internal process improvements being pursued by the Office. One of the areas noted for improvement from a client perspective was the reduction of call wait times (figure 1). This effort required a number of internal improvements, the results of which were material. The majority of the reduction in average wait time was observed during the last fiscal year; however, this fiscal year demonstrated a continued reduction followed by stabilization to approximately one minute of wait time. 7

9 Chief Information Office Accountability Report for 20 13/2014 Average Wait Time Fiscal 2012/ b Av,Vat Tme ::::: IiJJJJ!! Figure 1: Reduction and stabilization in call ltait time. Tracking support call wait times over the last two fiscal years revealed a material decrease followed by stabilization to the one-minute mark. As a direct result of the reduced call wait times, the number of abandoned service calls caused by extended wait times also reduced. Results (see figure 2) have shown an improvement in the level of responsiveness of the Service Desk over the last two fiscal periods, as demonstrated by the reduction in the frequency of hang-ups. Calls Offered vs. Calls Answered Fiscal 2012/ I iiiai1i 6000 ::: i causofforsd :8 Figure 2: Improvements in service. Chart demonstrates improvements over the last two years in performance: the difference between the blue and red bars represents clients who attempted contact, but were unsuccessful in reaching the Service Desk on any one occasion. 8

10 Chief Information Office Accountability Report for 2013/20 14 Another area of concern was that of providing a generally more stable enviromnent. Stability can be measured by the number of times the Service Desk is contacted by clients seeking assistance. The goal is to reduce this frequency. A benchmark in January 2013 showed that the average number of contacts per day (by , telephone, and online web fonris) was over 600. This rate has reduced (see figure 3) to a current average of approximately 400 contacts. In addition, 25% of the client contacts are now performed using web forms, which are more convenient for clients to use. Contacts per Day Fiscal 2013/ E 00 I I I I I I Cr3 >. LI,-4 ItI C i. L 5 Z L3. ci. ront&t per Figure 3: Reduction in client calls equals more stability in systems. In January and February of 2013, the average number of contacts per day was over 600. This rate has steadily reduced to the current average of approximately 400 contacts. The Client Relationship Program (CRM) continues to mature, and is regarded as a success according to informal customer polls. The program has yielded benefits to the client base in terms of vastly improved collaborative relationships. The program has also benefited the Chief Information Office in terms of ensuring its focus is indeed customer-centric. The members of the CRM program have created a preliminary account plan that will be used as a base for all clients. The account plan provides visibility to important client initiatives, requirements, and contacts, among other essential information. Selected clients are working with the Chief Information Office to establish service level expectations. Conclusions Significant progress has been made with respect to increasing the focus on client service. The province s new CIO has articulated a strong focus on client-centric behaviour, and is promoting a customer focus at the foundation of all activities taken on by the Office. The metrics regarding client services as presented above demonstrates a significant reduction in the number of calls, which is indicative of a more stable systems environment, a testament to the efforts undertaken by the many individuals within the Chief Information Office. In addition, wait 9

11 Chief Information Office Accountability Report for 2013/2014 times for calls placed by our clients have also reduced as a result of improvements in internal processes. The success of the CRM program is evident in the positive comments and feedback being received from the client base. The Client Relationship Management team members have become the trnsted point of contact for clients and members of the Chief Information Office alike. This relationship allows for better planning, execution, and problem resolution, and has also been used to conduct service level discussions. Over the next year, the CRM program is expected to continue to realize improvements in the client / Chief Information Office relationship. 10

12 Chief Information Office Accountability Report for 2013/2014 Appendix A Annual Report under Section 18 of the Public Interest Disclosure of Wrongdoing Act The Public Interest Disclosure of Wrongdoing Act was proclaimed into law on December 20, The Act provides for government employees to be able to come forward if they reasonably believe that a wrongdoing has been committed or is about to be committed and they are acting in good faith. The Act also protects employees who do disclose from reprisals, by enabling them to lay a complaint of reprisal with the Labor Board. A Wrongdoing for the purposes of the Act is: a) a contravention of provincial or federal laws or regulations b) a misuse or gross mismanagement of public funds or assets c) an act or omission that creates an imminent risk of a substantial and specific danger to the life, health or safety of persons or the environment, or d) directing or counselling someone to commit a wrongdoing The following is a summary of disclosures received by the Chief Information Office: Information Required under Sectionl8 of the Fiscal Year Act The number of disclosures received 0 The number of findings of wrongdoing 0 Details of each wrongdoing nla (insert separate row for each wrongdoing) Recommendations and actions taken on each wrongdoing (insert separate row for each wrongdoing) nla 11