Citizens @ the Centre: B.C. Government 2.0
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Citizens @ The Centre: B.C. Government 2.0
A T r a n s f o r m at i o n a n d T e c h n o lo g y St r at e g y
for the BC Public Service
2 .O
O V
G
B.C. Government 2.0
3 M essage from Allan S eckel
6 The Context for Change
12 Mapping the Way Forward
14 Shift 1: Citizen Participation
16 B.C. G overnment 2.0: Citizen
Engagement
17 Shift 2: S elf-S ervice
20 B.C. G overnment 2.0:
I ntegrated Case Management
2
21 Shift 3: Business I nnovation
23 B.C. G overnment 2.0:
Telepresence
24 B.C. G overnment 2.0: The
Online Employee Experience
25 Enabling Transformation
27 B.C. G overnment 2.0: Effective,
S ecure Identity Management
28 Conclusion
Corporate Human Resource Plan Being the
Best, this strategy is intended to guide a
more consistent, long-term, coordinated
vision for how we will apply technology
to improve our operations, to improve
the experience of working in the public
T
service, and to improve service to the
people of the province. The progress
his strategy is about the citizens made under Being the Best has resulted,
of B.C. and how their changing and will continue to result, in significant
profile, expectations and needs improvements to how we manage and
are changing government. It is about support the people who deliver services
using technology to change how citizens to the public. But the service delivery
access the services they expect and to challenges faced in the years ahead are
deliver those services efficiently. It is not just human resource problems, and
about giving citizens back some of their they won’t be solved by human resource 3
most valuable resource: their time. solutions alone. This new strategy is
intended to be a parallel plan that will
It is also about how the BC Public Service guide the broader transformation of the
must transform itself in response to operations of the BC Public Service that
all these factors. The operations of are also needed to meet the challenges
government and the delivery of public ahead. We need the dedication of all
services are complex. Citizens’ access to employees of the BC Public Service to
their government and to public services achieve these goals.
should be simple. This strategy sets out a
vision for how the BC Public Service will As has been done on our approach to
bridge the apparent gap between the human resources, each government
complexity of government and the need ministry will now be required to work
for more accessible services to citizens by through an annual transformation
using 21st-century tools to do our work in and technology planning process to
the 21st century. clearly demonstrate how the ministry
will support the principles, vision
As the BC Public Service has done so and actions set out in this corporate
successfully in recent years with its strategy. This model is designed to
ensure a more consistent, corporate of government. We will encourage
approach to managing technology across collaboration while discouraging
government, rather than the much more fragmentation.
fragmented approach usually taken.
Our goal is to move beyond the
An effective transformation and traditional practices that have resulted in
technology approach needs to involve the consistent implementation of band-
much more than new tools and systems. aid solutions to maintain and modify
Real, substantive transformation will existing systems rather than taking a
require a thoughtful assessment of more thoughtful, long-term approach.
changes to policies, practices and It is time to take a more ambitious and
legislation to ensure they support the coordinated step forward to change
effective application of the technology how government delivers on its
itself. We have already begun to follow responsibilities. I know that overcoming
4
that path, but this plan will take us further the great inertia of past practice is no
and, in the process, test our resolve to small task. It requires time and long-term
change. Most significantly, our success commitment. Some progress will happen
will be determined by our willingness to quickly and other advancements will
change as a workforce of about 30,000 take years. Most of all, it requires that the
professionals. That means we must not BC Public Service not only change some
only support but actively encourage technologies and policies, but also its
creativity and new ideas, and we must be cultural mindset.
serious about working together as one
organization. Traditionally, government’s I have every confidence that we are all up
operations have reflected its highly to the task. We have been recognized as
divided structure, with every program leaders on so many fronts in recent years.
area built around its own budget, its own I look forward to continuing to work with
systems, its own networks and often its you on this exciting new path for the BC
own front counter in communities. Today, Public Service.
we are moving to a more collaborative
model to address major issues, drawing Allan Seckel
on the resources of multiple ministries, Deputy Minister to the Premier and
external agencies and other levels Head of the BC Public Service
Defining Principle No. 1:
We will
empower
citizens to
create value
5
from open
government
data.
introduction
The Context for Change
The BC Public Service constantly adapts to meet the
needs of citizens and their government. The dynamics of
our rapidly changing world demand that flexibility more
than ever to ensure the continued efficient and effective
delivery of public services.
T
he rapid pace of Moreover, the rise of collaborative
technological change is social media is changing the way
altering how citizens expect citizens interact with one another, with
to interact with government organizations and with information. A
and access services. The aging of the growing number of people conduct a
public service workforce and ever-present significant portion of their lives online in
6 fiscal pressures are creating a stronger open networks that allow them access
imperative to modernize government to information on their own terms. More
operations through innovative and more citizens are becoming active
applications of technology. This rising participants in public conversations
tide of challenges cannot be adequately in addition to being consumers of
met with existing policies, tools and information and services. The very
approaches. This strategy is the map for technologies that make this possible also
the BC Public Service’s response to that could open up exciting opportunities
reality. for citizens to directly engage with their
government. The growing movement
From banking to shopping to reading towards sharing of data also has great
books, more and more people are potential benefits as citizens adapt and
managing their daily lives on mobile combine government data in creative
devices and online. Naturally, they new ways.
increasingly expect government to
provide a similar level of accessibility Moving in these
and convenience because it saves them directions is
time and allows them to conduct their
business when, where and how they
choose.
B.C. Government 2.0 not easy. Existing policies and legislation There are some services that must to protect personal privacy were not and should be delivered in person. designed to accommodate social Similarly, despite the rising public media and the potential benefits of use of technology, not all citizens are more effectively sharing data within comfortable accessing services online government and with citizens. That and there are some areas of the province includes freedom of information and where adequate connectivity remains protection of privacy legislation, which limited. But none of these issues is was developed decades ago and never insurmountable as long as any steps to anticipated today’s technology. For implement technology solutions are example, identity management and designed to ultimately improve access authentication is essential to allowing to services rather than raise any barriers. secure delivery of many online services, In the end, the goal is to provide more but existing privacy legislation creates options for citizens and government to some barriers to implementing identity interact, and online tools will add to the 7 management solutions. Solutions to these existing toolbox at government’s disposal. challenges, however, should not be driven solely by technology but by a careful consideration of exactly what the issues are that need to be resolved to enable better delivery of services.
B.C. Government 2.0
Against this context of technological help build a more innovative work culture
change and citizen expectations, within the public service that helps
demographic analysis indicates that the break down traditional barriers to enable
BC Public Service workforce will see an responsible information sharing.
increasing rate of retirements as many
long-serving employees conclude their Demographic shifts mean a smaller
careers over the next decade. This trend public service will be called upon to
is not limited to the public service, deliver more services to a larger number
but the average age of today’s public of citizens. With increased demand on
service employees is already older than health services, it is likely that there will be
the general population. It is expected fewer resources in other areas. The public
that, combined with non-retirement service must pursue smarter solutions
departures, this aging of the workforce that allow more efficient access to the
will result in more vacancies than can services that citizens, communities and
8
be filled in an increasingly competitive businesses rely on.
labour market. The BC Public Service is,
therefore, expected to become smaller, Ultimately, citizens want easy, timely
not by choice but by circumstance. access to public services when and
how they choose. Meeting those
Ensuring that workplace practices and expectations is the motivation behind
policies support a flexible, mobile and this strategy. Setting aside the powerful
collaborative work environment is drivers of demographics, fiscal pressures,
vital to ensuring the BC Public Service technological change and shifting citizen
remains a competitive employer. As expectations, there is one other important
government renews efforts to recruit the force for change: if the public service can
next generation of public servants, it will apply technology to deliver services that
respond to the expectation of younger better support citizens and help them
workers that they will have access to the meet their needs, it simply should. The
same sort of collaborative technology public service’s primary responsibility is,
at work that they use in the rest of their after all, to deliver the services citizens,
lives. Introducing more collaborative businesses and
technologies within government can also communities
Defining Principle No. 2:
We will save
citizens’ time in
their interaction
with government 9
and make it
easier to access
better quality
services.B.C. Government 2.0
need to thrive B.C. is not the only jurisdiction working
and prosper. If new to adapt to the modern technological
and more coordinated environment. Many other governments
technology applications can are breaking dramatic new ground with
support that goal, then they are worth comparable visions. Where they are
pursuing. If measures can be taken to further ahead, B.C. can and will seek to
improve citizen interaction with the learn from their successes and failures.
public service, then they are worth But B.C. also won’t hesitate to be a leader
exploring. If technology can be adopted and strive to set the standard for others
in a way that is fiscally responsible or, over in building a more modern approach to
time, allows resources to be allocated government.
where they are most needed, then it
should be adopted.
10
Achieving these objectives will require
more than just new tools and moving
services off the counter and online. It will
require much greater collaboration across
the public service and into the broader
public sector. It will require investment
in a thoughtful and strategic manner
that ensures the best value for limited
resources. It will require citizens and the
public service to trust that steps can be
taken to improve access to government
without jeopardizing safety and security.
It will require significant shifts in the
culture of the BC Public Service and how
it interacts with citizens. But if that can be
done, and if the result is improved access
to services, then it is the right thing to do.Defining Principle No. 3:
We will
encourage
collaboration
in the public 11
service because
it is integral to
delivering quality
service to citizens.Mapping the Way Forward
In response to all of these dynamics, in the fall of 2009
the Deputy Minister to the Premier established the
Deputy Ministers’ Committee on Transformation and
Technology.
M
irroring the approach jurisdictions. The committee also
taken with the Corporate investigated innovative projects
Human Resource Plan, already underway or being proposed
which is guided by across the public service, as well as
the Deputy Ministers’ Committee on recommendations on how best to
the Public Service, this new executive improve the coordination of technology
12 committee was given a mandate to resources. Through this work, drawing
lead the transformation of government on the expertise and current research
operations and the use of technology available through channels such as the
with the aim of modernizing government. BC Public Service’s partnership in the Gov
2.0 initiative, the committee developed an
The committee’s work began with a series informed view
of content education sessions to of current
build a clear understanding of
prevailing trends and
technology
directions
being
adopted
by otherB.C. Government 2.0
trends and possibilities open to the public The individual actions set out in this
service. strategy are grouped within these three
themes. The committee also identified
With that foundation, work began on three defining principles that drive
determining the goals and actions decisions on what actions to pursue:
contained in this strategy. Three central 1. Empower citizens to create value
themes emerged that are defined by from open government data.
fundamental shifts in the public service’s
2. Save citizens’ time in their interaction
operating philosophy:
with government and make it easier
»» Citizen Participation: engaging British
to access better quality services.
Columbians more directly with their
government, particularly through 3. Encourage collaboration in the
improved access to government data public service because it is integral to
and sharing of information. delivering quality service to citizens.
»» Service Innovation: expanding 13
opportunities for citizen self-service Applying these principles, the committee
by improving and modernizing the identified the actions in the first edition
government’s online service offerings of this strategy, which will be updated
so they are shaped less by the annually. It is important to recognize
structure of government and more that many of the actions set out here
by citizen needs. will be pursued corporately with the
goal of providing some consistency and
»» Business Innovation: taking a more guidance to steps individual ministries will
corporate approach to technology take in transforming their own operations.
planning and innovation for the To facilitate that approach, this strategy
benefit of citizens and public service also identifies a number of “enablers” that
employees. are more foundational in nature, but are
essential to make progress on corporate
and ministry actions possible.Shift 1
Citizen Participation
Inspired in part by the rise of online communities and
social media, citizens have an increasing expectation
to interact with their government more directly in a
dialogue about their communities and their future.
T
he public service must think to benefit from creative combinations
about new approaches and applications of that data by outside
to citizen engagement individuals and agencies.
when and where this
can constructively create benefit for The BC Public Service has made some
government and citizens, recognizing progress on this front, most notably with
14 that it may not be appropriate or valuable the sharing of provincial geographic
in every circumstance. information through GeoBC. But much
greater amounts of data are captured,
The path to effective and informed citizen generated and stored across government
engagement begins with improved with no corporate approach to sharing
sharing of data and information. The appropriate data sets. The shift envisioned
public service is traditionally insular in its in this plan will see the public service
management of the vast amount of data develop a corporate open data strategy
it collects and generates. Government has based on well-defined criteria and a
a fundamental responsibility to ensure recognition that this approach will evolve
the protection of citizens’ privacy and as open data standards evolve. With this
the security of confidential data. But in approach, citizens and businesses will
an age when information sharing and save time, be empowered to make better
collaboration are redefining expectations decisions, have access to a trusted source
of government, there is a growing trend of information, and will create value from
toward making data more accessible publicly available information.
in the name of transparency as well
as innovation. Sharing non-personal But, while open data refers to sharing
data allows government and others information held by government, thereB.C. Government 2.0
is also a trend toward greater sharing of To promote citizen participation
information about government. Adopting through the release of data and
an approach of more open information, improved access to information, the
the public service can take advantage BC Public Service will:
of social media to give citizens access to »» Establish a new online resource as
credible and authoritative public health, the single point of access to data
safety, education and other information released by government and, over
to improve awareness, understanding and time, the broader public sector.
dialogue.
»» Address data copyright issues to
allow the re-use of public sector data
Freedom of information legislation
by citizens.
already contains provisions to allow for
the more proactive routine release of »» Encourage citizens to help identify
information, but those provisions are high-value data sets that could be
currently applied on a limited case- targeted for future releases. 15
by-case basis. A strategic approach
»» Use data sets in new creative ways to
to proactive and routine disclosure is
provide better value for citizens and
a necessary component of a broader
across government.
strategy on modernizing and opening
up government. A starting point for »» Proactively share more information
government would be those categories with citizens through online tools.
of information most requested under
general FOI requests. The result will be
greater transparency, cost savings and
cost avoidance over time through a
reduced number of requests.B.C. Government 2.0: Citizen Engagement
The new tools of the web offer remarkable transform publicly available climate change
opportunities for the BC Public Service to data into web and mobile applications that
engage with the public to get its best ideas can build understanding and encourage
and enlist its best energy to help take on the people to take steps to reduce carbon
challenges we share. B.C. is already taking pollution.
steps in this direction.
The contest marks a new direction for
In December 2009, the Water Act promoting government data as a source of
Modernization process was launched to social innovation and economic opportunity.
assist in fostering public discussion to update The contest will help showcase B.C.
B.C.’s 100-year-old Water Act. Using a mix technology talent and create a reason for
of online tools – including government’s companies and individuals to develop new
first policy-oriented blog – and 12 face-to- kinds of ‘green’ software products that have
face workshops, more than 6,000 British lasting commercial value.
Columbians have had the chance to
comment, discuss and influence government’s For the BC Public Service, Apps 4 Climate
approach to improving the Water Act. The Action has also helped the public service
web enabled process has resulted in more grapple with the challenges of organizing
than 1,000 submissions coming into the policy and publishing data and, perhaps more
team at the Water Stewardship Division of the importantly, the work of reaching out to
16 Ministry of Environment. communities of developers and academics
to engage them in imagining the data’s
While the process is still unfolding, the potential. Already, their feedback has built B.C.’s
pioneering approach has paid dividends for understanding of how to make data more
the public service. Lessons have been learned open.
about how to create conversations with the
public online, moderate discussion, respond Now imagine how this same approach could
in comment threads, and analyze what the benefit government and citizens in other
public is saying. Government benefits by spheres. Imagine how new applications that
having a better understanding of the public’s use information about locations of local walk-
knowledge and thinking on a subject, and a in clinics could help a family with a sick child
deeper sense of their preferences. Policy gets get help in the middle of the night. Imagine
stronger as a result. how more labour market information that
is easy to analyze could help students make
But not all engagement is about consultation. more informed choices about their career path
It can also be about sparking action. In March in ways that make sense to them. Imagine
of 2010, the Climate Action Secretariat, how government and the public could better
in partnership with GeoBC, the Ministry mark B.C.’s progress towards big goals, like
of Citizens’ Services and nine private and carbon neutrality. And imagine how new
not-for-profit sector sponsors, launched the opportunities for businesses could be born
Apps 4 Climate Action contest. The contest that apply public information for economic
challenged Canada’s web community to opportunity and the public good.Shift 2
Self-Service
Citizens expect and deserve a wide range of services and
supports from their government.
T
he BC Public Service currently In response to that reality, where it has
provides services to citizens made sense, an increasing range of
via telephone, online and transaction-based services have been
at more than 200 offices moved online in addition to telephone
across the province. The types of services and in-person channels so they can be
available through each of those channels accessed anytime from anywhere. But
vary widely, and many services are best citizens are also indicating that more 17
delivered face-to-face. But as technology needs to be done. Technology can
takes on an ever more prominent role increasingly be used to deliver services
in citizens’ personal lives, they naturally when and where citizens want instead of
expect government to apply that when and where government wants.
technology in a manner that delivers the
services they want and need. Moving services online has a number of
benefits:
Research shows that, if given only one »» It saves citizens and businesses time
service option, British Columbians would and money.
prefer in-person service over telephone
»» It allows government to redirect
or online access. But if given multiple
resources to the areas of highest
options, 60 per cent said they would
need.
choose to use online access first, followed
by telephone and in-person. In other »» It encourages greater satisfaction and
words, citizens increasingly want the trust in government and the services
opportunity to use technology to save it delivers.
themselves time. But they also want
the comfort of knowing that in-person The BC Public Service must also ensure
options are there when they need them. its public-facing internet presenceB.C. Government 2.0
utilizes the latest practices to make it hours. Many now work on mobile devices
easier and more intuitive for citizens or other applications to conduct their
to find information and services. Most affairs virtually. Not everyone intuitively
importantly, when it comes to services learns through the written word and
they need, citizens are interested in text on the page. Many rely equally on
getting what they need efficiently. They online multimedia tools to illustrate and
are not interested in having to navigate interpret information for them. To be truly
the organizational map of government successful in meeting citizens’ demands in
to get there. Government is a rigidly an online world, that means there should
structured organization, and it is designed be no wrong door to access government
that way to ensure clear accountabilities. and the services it provides. Wherever a
But citizens do not necessarily care what citizen starts, they should easily be able
agency within government delivers to find their way in, and that way should
a program or service. They just want be as simple, timely and satisfying as
18
effective access and quality service. possible.
The public service, therefore, needs to
continue to promote collaboration across
ministries and with partners to ensure it
best meets citizen expectations.
Furthermore, as other jurisdictions are
learning, it is not merely enough to
make services available online. To truly
connect with the citizen, a service must
be logical to find, understandable and
consistent to use, and recognize the
technological resources of the user. Not
everyone directly seeks out government
websites for assistance or information.
Many people now use popular search
engines or social media platforms as their
doorway to the web. Not everyone uses
a desktop PC during regular workingB.C. Government 2.0
As a first step, the shift envisioned in »» Work with ministries to assess their
this plan will see the BC Public Service current service environment and
move from an online service presence collaboratively work towards key
defined by organizational structure to service improvements – either
a more citizen and user-centric model. through new services, discontinued
To advance service innovation and services or improvements to existing
improve options for self-service, the services.
BC Public Service will:
»» Renew emphasis on user, citizen and
»» Focus on redesigning the main stakeholder preferences for self-
“doorway” to government services – service improvement, feedback and
www.gov.bc.ca – to enhance the look awareness.
and usability, maximize the service
»» Improve awareness of government
experience for citizens, and break
services and incrementally bring
down the organizational structure of
together transactional services under
government. 19
a single distinctive brand supported
»» Pilot the use of innovative Web 2.0 by marketing.
tools and platforms to expand access
to online services and content.
»» Pursue the best practices in search
engine optimization, taxonomy,
and meta-tagging to assist clients in
locating key services, regardless of
what doorway they choose.
»» Corporately foster excellence in
user-centred design and content
development through shared
web development toolsets across
government, including improved
approaches to content creation and
maintenance.B.C. Government 2.0: Integrated Case Management
Together the Ministry of Housing and Social By the winter of 2010, the first components
Development and the Ministry of Children of the ICM tool will be available to frontline
and Family Development spend $3.4 billion staff as part of the first of five project phases.
annually on key social programs, such as But imagine the possibilities once ICM is fully
child welfare, child care, services for children implemented over all five phases. Imagine
with special needs, income assistance and the benefits of a system that will enable
employment programs. About 4,000 frontline clients to access a web portal to apply for
workers and over 12,000 contracted service select services, check the status of their
providers (including foster parents), as well as applications, and validate and request updates
delegated Aboriginal agencies deliver these to their information. Imagine the benefits for
services. More than 200,000 individuals and citizens and staff from across the participating
families access these services every year. The ministries and their service providers when
information systems currently supporting they will be able to access and take action on
these services were custom-built almost three referrals without repeated phone calls, faxes
decades ago and then modified, patched and and transfer of paper files.
added to over the years to meet changing
business needs. With system-supported electronic forms,
information can be recorded or updated on a
This ambitious and complex Integrated role-appropriate need-to-know basis. By virtue
Case Management (ICM) project lays the of streamlined processes, information will be
20 groundwork for transforming service delivery more secure. Imagine how much better it will
at these two ministries and, ultimately, the be for clients who will no longer be asked to
wider social service sector. By replacing the repeat their story multiple times and for staff
aging systems, the ICM system will improve who won’t be strapped to so many repetitive,
both ministries’ ability to capture and retrieve bureaucratic transactions, such as entering
information and to manage individual the same information over and over again
case files between ministries, while laying on different forms or making repeated calls
the foundation for broader social sector to confirm referrals. As a result, clients will
information management. receive more direct, quality interaction time
with staff.
ICM will also ensure critical case information
remains safe, secure and accessible to protect In the end, ICM will provide better tools
and support the citizens of British Columbia. for both frontline workers and service
While government is making the initial delivery partners. And, most importantly,
significant investment in ICM to support the the transformations it makes possible will
priority needs of these two ministries, the produce better outcomes for clients, through
system has the potential to be extended to coordinated planning and improved access to
other areas of government in the future. ICM effective services.
will enable service delivery to be founded on
a secure, role-based and holistic view of an
individual citizen’s needs and service history.Shift 3
Business Innovation
If it is to be successful in establishing a more innovative
approach to service delivery, the BC Public Service must
also become more innovative and efficient in how it
operates internally.
M
inistries must be Overall, the goal is to not just apply
challenged to pursue technology to existing practices and
creative new approaches processes. Rather it is to re-evaluate those
to their work as a existing practices and determine whether
consistent part of how they operate or not they are still valid and, if so, how
day-to-day. That same commitment they can be improved. Technology is
to innovation will extend towards the wasted if it is only applied to speed up 21
employees of the BC Public Service work that shouldn’t be done in the first
themselves, empowering them to place. That is why this strategy is about
bring forward new ideas for improving transformation as much as it is about
operations and service delivery. technology, because it must challenge
the public service to rethink not just how
Traditionally, business cases to support it works but also the nature of that work
government IT investments have focused itself.
narrowly on the potential for cost savings.
But the goal will now be to support No amount of technology can change
a more effective business planning the fact that government relies on a
model that also looks at opportunities vast network of talented professionals
for collaboration, revenue generation, delivering services on a daily basis in
regulatory improvement, performance more than 280 communities around the
monitoring, improving citizen satisfaction province. Improving the way that BC
and other factors. This more holistic Public Service employees are able to use
approach will help ensure investments technology in their work will have a range
are made where they have the greatest of benefits. Ensuring every employee
benefit for government and citizens. has access to the tools and informationB.C. Government 2.0
they need to do their job will result in »» Improve the corporate intranet with
improved productivity and efficiency. better access to employee services
and new tools to help employees
As in all other areas, it is not only the tools collaborate and share information.
that matter. Policies and practices related
»» Promote leadership on changing the
to how, where and when employees
organizational culture to support
do their work must be updated to
innovations in processes and
ensure they allow public servants to
technology.
do their jobs to the best of their ability,
making the best use of the tools they »» Encourage better use of the
have. Introducing greater flexibility to technology tools available to change
workplace policies to support employee how the public service works on a
mobility will result in improved employee day-to-day basis.
engagement and further increase the »» Update policies and supports to
22 competitiveness of the BC Public Service more fully enable mobile workers.
as an employer. And engagement is
proven to result in greater productivity, »» Make the workplace more flexible
improved services and increased citizen both in terms of the physical
satisfaction. environment and in terms of
workplace policies.
To support business innovation at the
organizational and employee levels,
the BC Public Service will:
»» Use ministry and sector
transformation and technology
plans to drive innovation across
government in a coordinated
manner.
»» Introduce new guidelines to inform
how the public service and its
employees use social media tools
to support improved productivity,
communication and citizen
engagement.B.C. Government 2.0: Telepresence
As common as videoconferencing is now Now imagine how the expansion of
becoming, most common videoconference telepresence across the province could hold
technology still has shortcomings. For even greater potential benefits. For example,
example, it is still often technically challenging, court hearings generally require the defendant
it still creates a sense of barrier between those to appear in the community in which a crime
communicating and often the placement occurred, but the regional consolidation of
of cameras and screens makes it difficult to corrections facilities means offenders may
provide even an illusion of eye contact. Enter sometimes need to be transported significant
telepresence, a virtual meeting experience distances to and from hearings. The current
that vastly surpasses videoconferencing by limits of videoconferencing make it unsuitable
creating the illusion people are meeting face- or unreliable for use in courts. But imagine
to-face. the benefits if telepresence could resolve
those concerns and allow more efficient use
To create this effect, telepresence uses ultra of courts and resources by not necessarily
high definition video and life size screens, requiring all parties in a case to be physically
and the furnishing, decor and lighting are the present in the courtroom. In addition, in
same in all meeting locations to create the communities where the court space is not
perception that users are in the same room. fully utilized, imagine how a telepresence
Moreover, the rooms are easy to use and facility there could also support connections
no technical support is required. Because of to other related services not locally available,
these advantages, telepresence creates an such as probation officers, mediators or 23
experience much more like a real face-to- addictions counsellors.
face meeting. As a result, research has found
that telepresence facilities tend to be used Similarly, as schools become viewed as
more than 60 per cent of their available time broader neighbourhood learning centres,
on average, compared to a utilization rate of imagine how the application of telepresence
7.5 per cent for typical videoconferencing could have a significant impact. Imagine
facilities. if it could facilitate distance learning by
giving students across the province access
In May 2010, the government approved to a master teacher in another community,
a two-year, phased implementation of allowing students and their local teacher to
telepresence rooms in B.C. In year one, four benefit from that master teacher’s experience.
telepresence rooms will be established with And then imagine how, when not in use
two in Victoria and two in Vancouver. In for learning, the same telepresence facility
year two, another eight rooms in regional could be used by other service providers in
centres will be established, subject to an a neighbourhood learning centre to support
acceptable evaluation and funding plan. The things like connecting a local health provider
implementation of telepresence will reduce and patient to a specialist in a regional centre.
travel costs by as much as $1 million a year Wherever it is offered, telepresence could
between Vancouver and Victoria, increase effectively bridge the gap between online and
productivity/efficiency, facilitate faster and in-person service delivery by allowing a virtual
timelier decision-making, improve executive delivery of some services in a way that still
and employee work-life balance, reduce involves interaction with a real person in a way
environmental impact, accelerate business that feels more like a face-to-face experience.
transformation and provide a completely new
way to collaborate.B.C. Government 2.0: The Online Employee Experience
Since 2006, as part of the work undertaken to Imagine how this same technology could
support the Corporate Human Resource Plan, also be used to more effectively integrate
the BC Public Service has made significant and new employees to the public service. Upon
award-winning strides in the implementation accepting a job offer from the public service,
of a stronger corporate intranet presence imagine if new hires could receive access
for its 30,000 employees. Most recently, to the corporate intranet. Logging on, they
improvements have seen the introduction would find a new network profile waiting for
of enhanced social media tools behind the them, including introductions to their new
firewall, including the creation of a corporate team members, access to online orientation
wiki. The launch of an online employee idea materials, and the ability to begin participating
forum, Spark, has also provided a new outlet in online communities all before their first
for employees to share and collaborate on actual day on the job.
ideas for improving the public service and
government operations. Thinking more broadly, imagine if there was
the potential to redefine the concept of what
These steps reflect the recognition that many a corporate intranet is, shifting the focus from
of the best ideas for innovation come not an online information distribution channel to
from senior leadership but from the front a vision of a much more collaborative work
lines of the public service. Increased use of and information-sharing space that not only
additional social media tools within the public keeps employees informed but also allows
24 service are now being contemplated as part them to connect and do their jobs better.
of this strategy, including the potential for an Within that improved online environment,
internal professional network that will enhance employees would also have better access to
employees’ ability to collaborate on projects improved human resource systems, better
or share information and expertise using the sharing of information and data, and the
same sorts of social networking technology ability to identify and directly connect with
many use in their personal lives on a daily experts elsewhere across government. All
basis. of this could save employees time, improve
productivity and foster greater engagement
For example, imagine if a policy analyst could and collaboration. And imagine if you could
use an internal microblogging network access it all from virtually anywhere you had
to request help on a particular topic, and an internet connection, allowing true mobility
that request could be seen by a researcher that supports better service to clients and
in another ministry who has expertise in higher employee engagement.
that area. The two could then connect and
collaborate in an online workspace in a way
that would be much more challenging to
facilitate in a heavily siloed environment where
information and expertise are not easily shared
between agencies.Enabling Transformation
There are a number of factors that influence, and in
some cases restrict, the public service’s ability to apply
technology effectively.
L
egislation and policy, support not only the current technology
particularly as they relate options, but the longer-term flexibility
to issues of privacy and that will be required to adapt to the
information management, inevitable evolution of new technologies
challenge government’s ability to and innovation over time. Similarly, the
embrace and apply technologies that traditionally risk-averse culture of the
were never envisioned when those public service often smothers the spark of 25
policies were drafted. Procurement innovation. A culture that better balances
approaches and policies sometimes accountability with creativity, combined
limit access to more effective tools or with solutions to the technological and
restrict government’s flexibility to adapt policy barriers in place, will allow the
over time. The cost and availability of the public service to be a much more agile,
technology itself can be a barrier. The adaptable and innovative organization
adoption of competing or conflicting that is better able to quickly deliver
platforms and tools by different agencies improved services to British Columbians.
creates inefficiencies that could be
resolved through a more coordinated To support the shifts set out in this
approach. strategy, the BC Public Service will
pursue a series of strategic enablers
These and other foundational building that includes:
blocks must be addressed in order to »» Integrated Planning: using a
make the rest of the vision set out in this corporate IM/IT plan will ensure a
strategy possible. It is not just a question more coordinated approach to IM/IT
of purchasing new tools and adding more planning that links projects to capital
online services. It is a question of ensuring funding based on their alignment to
that government policies and platforms corporate goals.B.C. Government 2.0
»» Privacy: an updated approach to »» Corporate Standards: improved
privacy-related policies and practices corporate standards are critical to
will help mitigate existing barriers. ensure successful management of
information and service delivery,
»» Identity Management: a scalable
reducing total service delivery costs,
identity management solution will
removing duplication of services,
provide the security and privacy
minimizing compatibility issues and
needed to support sensitive online
improving planning.
service delivery.
»» Corporate Policies and Guidelines:
»» Culture Change in the BC Public
using technology will provide
Service: employees will be actively
improved access to corporate
encouraged and supported
policies and guidelines that are
in understanding their role in
updated as needed to reflect
information management, innovation
government’s transformation vision
and the use of new technologies and
26 and support improved integration
collaborative tools.
between ministries and cross-
»» Procurement and Contract government initiatives.
Management: an improved approach
to procurement and contract
management will provide greater
flexibility to adapt to evolving needs.
»» Network and Wireless Connectivity:
continued expansion of wired and
wireless network capacity and
coverage is needed to support all
online government services.
»» Web 2.0 and Unified
Communications: a consistent
framework to support the use of
social media and other collaborative
tools internally and externally.B.C. Government 2.0: Effective, Secure
Identity Management
People increasingly conduct a wide array of greater level of certainty and security. Imagine
transactions online, from banking to ordering if when a patient arrives at a doctor’s office
books, and there is value to government and or clinic they could check in with their smart
citizens in putting more public services online CareCard and that calls up a patient record
as well. But moving public services online is that could include a photo of the patient.
complicated by the need to ensure users are The clinic could then use this information to
properly identified before they can access confirm the holder of the card was indeed the
those services. The level of security needed patient. Later, imagine if the patient could use
for many public services is much higher than the same card and PIN code as authentication
that needed for many online transactions to access their health records online from
because of the extremely sensitive nature of their own computer, letting them download
the information and data involved. prescriptions or test results from their doctor’s
visit securely and with confidence that their
For most daily online transactions, the service personal privacy is protected.
provider relies on an individual submitting
a user-created ID and password. But what While the technology behind this solution is
this approach lacks is any certainty that the complex, importantly it is being designed to
person inputting the ID and password is be scalable so that one card could potentially
actually the person they claim to be. A greater allow access to a variety of government
level of authentication is needed to uphold services while limiting each service provider to
government’s obligation to protect the privacy only the information needed to authenticate 27
of citizens. It essentially comes down to the each user. That means government could
question of how does government know a issue cards that could potentially serve as
user of an online service is who they claim to everything from a CareCard to a driver’s
be? licence and allow access to a wide array of
online services, all without allowing any one
The answer may be found in an approach of those service providers to have access to
the B.C. government is currently exploring the private data held by another. Citizens
that would see government issue electronic could also have some choice in how many
credentials in much the same way it now cards they want to use, whether it is one card
issues driver’s licences, which are then to access multiple services or more than one
widely accepted as reliable and credible card. Additional services could be associated
identification by other public and private with a given card over time, with citizens
sector organizations. This could take the choosing how they use it.
form of the same sort of advanced smartcard
technology also being explored by banks and In effect, this approach is no different than
other institutions that require a high level of how citizens now use cards to access services
identity assurance. For example, one possible that are not online. The service provider
pilot is to use this technology with a new requests the card as proof of identity and the
version of the current CareCard used by all citizen provides it in exchange for service. But
British Columbians to access health care. this smart card approach allows citizens to
access a potentially wider range of information
Current CareCards are susceptible to fraud and and services online at their convenience.
rely only on the possession of the card itself to Imagine how that could make a smarter
access health services. But a smart CareCard, government that works better for the people
combined with a PIN code, could offer a of B.C.Conclusion
Government’s first obligation is to serve and support
the needs, aspirations and potential of the people and
communities of British Columbia.
E
very action the public taken alongside giant leaps forward.
service takes, whether in There is, as a result, no expiry date to this
the development of public strategy. Rather it will support an ongoing
policy or the direction of its evolution and transformation of the
28 operations, has an impact on its ability operations of the public service and the
to deliver on that obligation. With that in delivery of services to support continual
mind, the vision set out in this strategy improvement.
is intended to help ensure that the BC
Public Service is making transformation Individual ministries, or ministries working
and technology decisions that make it a together as sectors, will submit annual
more modern, innovative and efficient transformation and technology plans
organization delivering improved service that detail how their work and plans fit
to citizens through a wider range of tools. with the vision and actions outlined in
this strategy. As part of that planning
Where other jurisdictions set out longer- process, they will be expected to
term multi-year visions for transformation, collaborate with one another to pursue
this plan will be updated annually to options for partnership and sharing of
allow for the flexibility needed to adapt resources and technologies. Ministries
to changing priorities, opportunities and will be supported in this process by a
technology advances. This approach thorough education program to ensure
also provides a way to track progress a clear understanding of the guidelines
against ministry plans, and ensure and expectations for their plans. Those
necessary incremental steps are being ministry plans will, in turn, inform the nextB.C. Government 2.0
annual version of this corporate strategy technology itself, but by how effectively
and will be coordinated with other the employees of the BC Public Service
planning processes already in place across and the citizens of the province adapt and
government. apply those tools together to improve
the interaction of the people and their
This first year of work is very much government.
focused on learning, collaborating and
setting the stage for future investments
and decisions about how the public
service uses technology. With that in
mind, employees of the BC Public Service
will also be encouraged to contribute
to their ministry planning process and
to share their ideas to help guide this
corporate strategy. That participation will 29
be facilitated through currently available
online collaborative tools – the corporate
intranet @Work and the Spark idea
collaboration site – and others planned
for introduction with improvements to
the corporate intranet in the year ahead.
And, finally, citizens are also invited to
share their ideas for how the public
service can transform service delivery
to meet their needs. Opportunities will
be created to engage directly with the
people of the province on how online
services in particular can be enhanced
and improved.
The success of this strategy will ultimately
be determined not by tools andYou can also read
