Accountability Report. Department of Internal Services

Transcription

1 Accountability Report Department of Internal Services

2 Table of Contents Accountability Statement... 3 Message from the Minister and Deputy Minister... 4 Financial Results... 5 Measuring Our Performance... 6 A Transformed CIO... 6 Enabled Workforce... 7 Advancement of foundational tools and services... 8 Appendix A: Annual Report under Section 18 of the Public Interest Disclosure of Wrongdoing Act

3 Accountability Statement The Accountability Report of the Department of Internal Services for the year ended March 31, 2015 is prepared pursuant to the Finance Act and government policies and guidelines. These authorities require the reporting of outcomes against the Department Statement of Mandate for the fiscal year just ended. The reporting of the Department s outcomes necessarily includes estimates, judgments and opinions by Department management. We acknowledge that this Accountability Report is the responsibility of Department of Internal Services 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 Statement of Mandate for the Department. The Statement of Mandate documents that are the basis of this Accountability Report were developed by the Departments which held the individual branches that are now part of the Department of Internal Services prior to March 31, Outcomes, measures and priorities that were delivered by those departments have been carried forward to the Department of Internal Services, as well as the priorities established for the Department since its formation. Hon. Labi Kousoulis Minister Jeff Conrad Deputy Minister 3

4 Message from the Minister and Deputy Minister We are pleased to present the Accountability Report for Internal Services for Created in April 2014, Internal Services experienced significant transformation in its first year. Critical government-wide services from several departments and offices came together to form a single department, bringing together a committed team of public servants with a focus on providing our public sector clients high quality, efficient service to help government provide better service to Nova Scotians. With the mandate delivered in April 2014, the Internal Services team worked quickly to identify its vision, mission and strategic goals for the Department, while maintaining productivity in our day-to-day work and responding to the Government strategic priorities assigned to our Department. We are proud of the progress that has been achieved in : With our partners at Health & Wellness, the Information, Communications & Technology Services branch won the Project Team Patient Care Innovation Award at the 9 th Annual Canadian Health Informatics Awards for implementing electronic personal health records. Introduced Procurement initiatives to ensure fairness, like procurement audits, and help for entrepreneurs and small businesses supplying goods and services to government. Financial Service Delivery won the Scottie Award for Outstanding Program Achievement from Scotiabank for instituting billing and payment standards. Internal Audit Centre completed a quality review confirming government auditors continue to meet the highest standards set by their industry. Passed the Shared Services Act, to streamline public sector service delivery in procurement, information technology, and telecommunications across the public sector, school boards, the Nova Scotia Health Authority, the IWK Health Centre, and some Crown corporations. This effort will transform public service delivery, improve quality in find and implement efficiencies, standardize practices, and reduce costs. Successfully transitioned all government addresses to a new format. In , the Internal Services team took its mandate and built a productive, effective department. It s been a year of tremendous learning, and we look forward to the opportunities to build on our early successes to provide even greater value to government in the years ahead. 4

5 Financial Results Estimate Actual Program & Service Area ($ thousands) ($ thousands) Departmental Expenses Senior Management 2,060 2,013 Procurement 4,222 3,691 Financial Service Delivery 5,614 5,338 Information, Communication & Technology Services (incorporating Shared Services) 60,898 59,754 Grants to Crown Corporations - 5,366 Public Works - Administration Security, Risk Management & Insurance Services 2,732 4,257 Real Property Services 1,542 1,500 Water Utilities 1,488 1,673 Public Safety & Field Communications 9,422 9,621 Environmental Services & Remediation 2,802 37,869 1 Building Services 16,009 16,040 Public Works - Special Projects 7,938 7,137 Total Departmental Expenses 115, ,448 Additional Information: Fees and Other Charges 2,674 2,888 Ordinary Recoveries 6,965 10,291 TCA Purchase Requirements 25,205 23,964 Provincially Funded Staff (FTEs) Figure includes $32.3 million for Boat Harbour environmental remediation. 5

6 Measuring Our Performance The Department of Internal Services did not publish a Statement of Mandate with measures in , but can report on the measures published by the former Chief Information Office in A Transformed CIO Outcome: A new organizational structure better positioned to offer Corporate Services that focus on key clients Measures: New organizational structure designed, validated, socialized, and implemented Top level roles and responsibilities articulated and implemented Implementation of elements of Information Technology Information Library (ITIL) framework to better support service design and delivery Progress toward addressing priority elements observed into the "How's Work Going" survey Growth, maturation of Project and Portfolio Management Office (PPMO) Growth, maturation of security group Growth, maturation of vendor relations Progress against measures Passage of the Shared Services Act saw the creation of the Department of Internal Services, providing key corporate services to the public sector clients, incorporating Information, Communications & Technology Services (ICTS), formerly the Chief Information Office. This effort superseded, but still complemented, the original plans for redefining the organizational structure of the Chief Information Office (CIO), as articulated in the Statement of Mandate. The scope of the Shared Services effort is much larger than the original goals of the Chief Information Office. Shared Services for information and communication technologies has been broken into two major steps: transition (essentially a change of employer, consolidating formerly disparate IT organizations into one entity, but leaving core functionality unchanged); and, transformation, where specific service transformations will be implemented to enhance the delivery of ICTS services to clients, enabling conditions needed to realize planned benefits in the shared services business case. The Shared Services effort has also impacted some of the metrics related to implementation of a new CIO structure. Implementation of a new structure for ICTS has been deferred to the next fiscal year. The initial IT Service Management project (which equates to the ITIL Framework) has been expanded to include the scope of Shared Services, the implementation of which will extend into the next fiscal year. A business case for a Project and Portfolio Management Office (PPMO) tool was created and presented, but was not approved by the end of the fiscal year. The overall case for a full PPMO has not yet been prepared, nor approved. 6

7 The Security group has grown and matured over the last year, evidenced by the addition of an additional resource to address IT security tactics, and the execution of a security Continuous Improvement Project initiative, which was launched to address opportunities to further enhance IT security. A strategic vendor relationship process managed by the Enterprise Architectural group was launched, where major strategic vendors were engaged to provide additional values regarding training, coaching, and other considerations. Conclusions The fiscal year saw a significant change in direction with the introduction of the Shared Services effort. Original plans as articulated in the Statement of Mandate were impacted; however, the alignment of the direction of Shared Services allowed for good progress against the original goals. ICTS has placed our client (Government departments and agencies) at the forefront, with service bring top of mind for all transformative efforts. The IT Shared Service effort, along with complementary transformative efforts that are yet to come during the next fiscal year will well position ICTS as an IT service provider. Enabled Workforce Outcome: Support our workforce by leveraging mobile, social, information, and cloud technologies Measures: Connectivity roadmap designed (unified communications, and mobility), element being executed Collaboration services - SharePoint services in place, and service in place Mobility suppliers in place with new contract Disaster Recovery (DR) and business continuity planning (BCP) elements enhanced Progress against measures Progress has been made on a number of fronts on our workforce enablement efforts. For example, work has commenced in understanding the impact of cloud-based technologies, including important considerations such as privacy, security, and accessibility of information. Efforts to build out a full Collaboration and Connectivity Service of which government departments can use to facilitate business were initiated. As one of the first major services, a SharePoint project team successfully established the environment for SharePoint that is the foundation for a number of collaboration based services. ICTS worked with the Public Service Commission to develop the first application and the formal program will be launched in Preparations for a new mobility contract commenced during the year, the Request for Proposals will follow, and a new contract is expected to be in place in the next fiscal year. Efforts are also well underway regarding disaster recovery (DR) and business continuity 7

8 planning (BCP). An IT Service Continuity initiative was launched to address a number of requirements including a second site for infrastructure and business technical impact analysis with respect to business continuity. As well, the Risk Management team has focused on executing on its DR/BCP plan, and has been working with departmental BCP Coordinators, Corporate Risk Management, and EMO with a focus to enhancing operational resiliency. Conclusions Generally, the workforce continues to take advantage of technology that allows for a more flexible work environment. Mobile devices, cloud technology, and improved wireless services allow for flexible and more productive work environments. ICTS is clearly mindful of the demand for the ability to take advantage of these technology for the betterment of the services provided to the public. ICTS is also keenly aware of its responsibility to provide these services and tools. The efforts taken on this past fiscal year help to lay the foundation needed to move government into a digital world. Advancement of foundational tools and services Outcome: Allow better accessibility to information, services, and solutions that ensure security of information and infrastructure, and are delivered in a cost effective manner. Measures: Establish proof of concept for identity and access management Work with government clients to enable online transactions Advanced awareness and understanding of Open Data Management of infrastructure, storage, provincial data network (PDN), second data centre Focus on digitization of records Progress against measures Significant activity has taken place over the last fiscal year. The Identity and Access Management initiative, named Signet continued its preparations toward the implementation of an access service for citizens (digital services) and government employees. Among the significant milestones that were achieved, the implementation RFP was launched. Awarding of a contract, and subsequent implementation will take place over the fiscal year. ICT Services continued to work with Service Nova Scotia and others in terms of planning and supporting growth on the digital online services being created to better serve the citizens of Nova Scotia. Providing non-sensitive and useful data and information in a form that is considered valuable is an effort many governments are addressing. The Province of Nova Scotia, under the leadership of the Chief Information Officer has declared its intention to make Open Data a priority. In response, the ICT Services Information Management team began preparation work including the drafting of an RFP to assist the Province in setting up the tools to allow proper Open data management and access. An RFP will be issued in the next fiscal year, and departments will begin arrangements to open up useful data. 8

9 Business continuity planning is a top priority for Government. An initiative that is focused on system resiliency continued to progress throughout the year, the deliverables of which included establishing a secondary data centre/service strategy, and data gathering of departmental business process priorities. Preparations of an RFP to provide second data center type services was well underway by the close of the fiscal year. The RFP will occur during the fiscal year. Conclusions ICTS was able to make significant progress on a number of the foundational tools and services, while dealing with a number of other key priorities such as Shared Services effort. While ICTS was not able to move ahead in terms of converting or digitizing records to a computer readable format, preliminary work had commenced with efforts carrying into the next fiscal year. Good progress was made on the Identity and Access Management area through collaborative efforts with Service Nova Scotia; the teams are now well positioned to build a service that supports a secure and private Access for Citizens and Access to Business service. Overall, many critical operational based tasks were completed to ensure continued enhancement and smooth operations of government systems and solutions, meeting obligations for safe, secure, and available systems. 9

10 Appendix A: Annual Report under Section 18 of the Public Interest Disclosure of Wrongdoing Act The following is a summary of disclosures received by the Department of Internal Services: Information Required under Section18 of the Act The number of disclosures received The number of findings of wrongdoing Fiscal Year nil nil Details of each wrongdoing (insert separate row for each wrongdoing) Recommendations and actions taken on each wrongdoing (insert separate row for each wrongdoing) 10