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Service Designer:

Tess Good

Discovery Phase:

February-March 2024

Research Phase:

March-April 2024

The aim of our capacity building, as aligned to our Digital Plan, is not to move from “outsourcing to insourcing” but to strike a better, and more intentional balance across all the ways we can access and build digital capacity. 

That is to say we will always need to hire and procure – but we need to do that differently. 

Jordan Samis via email to DTC Staff

...

Q4 will be a WIN if:

  • Identify assumptions for our "users" for this engagement, develop/identify a feedback/user group across BC gov

  • Identify assumptions for connected service and validate with users (gov business areas), users provide us feedback on whether this is valuable or not

  • Some sort of artefact to inform user's decisions (hiring vs. procurement) + debunk myths/misunderstandings

  • Identify our "users" for this engagement

  • misunderstanding

  • Understand things we are aware but unknown, discover more unknowns to further explore 

  • Define cost recovery model, and "cost" structure

  • Users provide us feedback on whether this is valuable or not

  • Discover more unknowns to further explore 

  • Develop/identify a feedback/user group across BC gov

In Q4 our work In Q4 our work intersects with:

  • e.g. any IM/IT strategy milestones we could inform?

  • OKR around DO ability to support partners - does this help us rapidly resource for teams and sustain the capacity.

Q4 will be a FAIL if:

  • We identify that people would be deterred from using our services if there is a cost implication

  • We don't have a clear plan and vision for how Procurement and Hiring can work together (or not)

Important metrics or signals:

  • how would we know, decide, prioritize - what's a signal that we're making things better?

  • Our users can articulate their decisions (hiring vs. procurement)

  • User engagement (IMBs, hiring/procurement managers) with the process

...

Discovery Session B: Ecosystem & Connected Services

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Connected Services

RECOMMENDATION

Bigger picture SD opportunity: how might we support optimal wayfinding and service experiences through the Digital Office?

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DIO Digital Advisory Services (DAS)

Modernization Advisory Services (MAS)

DTC - Talent

DTC - Marketplace

Assists ministries with investment cases, looks for alignment with digital principles and standards.

Hypothesis: Funding is likely to intersect with org design, team formation (DTC).

Goal: alignment (e.g. clients get consistent advice), clear governance/ boundaries, healthy collaboration, efficiencies.

Risk: could too many “advisory services” teams create confusion for clients?

DIO Digital Demo: Feb 22, 2024

Discovery outcomes:

  • Discovery chat with Andrea Hill (Director of Digital Advisory Services) and Mackenzie Kitchen (Senior Digital Analyst) on May 14th

  • Technically the DIO folk are Analysts, not Advisors

  • Success metric = digital projects successfully funded

  • They see all the funding cases and what folks are up to, aim to spot red flags with a supportive, light touch and connect folks to DO services (incl. ours)

  • Typically folks have their minds made up when they reach the DIO (e.g. no org design advice)

  • Working on: Digital Investment Assurance Framework to increase oversight and support post-funding

  • Will be conducting Project Health Checks chaired by a DIO Analyst:

    1. progress, delivery, successes, value delivered

    2. money spent

    3. roadmap review

    4. anything project team wants to talk about

    5. rubric tiers: https://intranet.gov.bc.ca/assets/download/B3BDBB3395AC48C1A952D8D6D085DC70

  • Governance/contacts: this creates a new point of contact: the responsible ED, program side. Very rarely may be an IT person. The framework sets down roles and responsibilities - MCIO, DIO, Ministry CFO (operational, capital, sustainment), program area ADM/project sponsor

  • They have a goal of digitizing their service and making their data more visible, open to partnership and collaboration with us

  • Note: 3 analysts supporting 12 ministries - tight capacity

  • OPPORTUNITY: earlier intervention points with DO clients “how could we (relevant DO services) show up when there is a transformation-twinkle in the eye?” e.g. support before many decisions are locked in, to set up for success

  • OPPORTUNITY: how might DTC leverage DIO insights to predict demand on our services, e.g. number of clients/digital funding cases in play

  • REQUEST: as we evolve our service, let DIO folk know so they can direct clients accordingly

Assists select priority partners toward rapid delivery.

Likely to intersect with org design, team formation.

Goal: alignment (e.g. clients get consistent advice), clear governance/ boundaries (do we help the same audiences, different ones, some overlap?), healthy collaboration and support for the hard work, sense of team-across-teams?

Risk: could too many “advisory services” teams doing similar work create confusion for clients?

MAS Digital Demo: Feb 8, 2024

Discovery outcomes:

  • Tess has had prelim touchpoints with David King (Product Owner), and Gurkamal Sidhu (Scrum Master)

  • Seeds have been planted - ran out of time to conduct meaningful discovery, their strategy was also in flux

  • Heather Remacle, Sr. Director, has since published some theory and a framework underpinning their work: Value - Align - Scale - Enable (VASE)

  • David King has recently left the Product Owner role

Clients we support:

  • SDPR - 25 digital talent hires

  • AT Gen & JEDI  - 2  In progress via X Min

  • MOH - 2 Hired talents via X Ministry

  • CITZ - 34 Hired Talents via X ministry

  • NRM ( 5 Ministries)  - 6  - Hired Talents via X ministry

  • SPDR - 4 Hired Talents via X ministry

  • TRAN - 2  Hired Talents via X ministry

  • AEST - 1 Hired Talent via X Ministry

  • PSA - Classification modernization - product development support + hire full team soon? 

  • Job Profile approval to use. 

  • Other IMIT Branches on Org design/Alignment, role development and transformation

  • Applicants through outreach opportunities, such as BCIT Career fairs, clinics etc. 

  • Candidates - Coaching and advice for applications & career development. 

  • Clients looking for a TA initiative - 'Rapid Hire Program'

Clients we can’t support:

  • GBAs who want to use the DT job profiles but do not fit into them

  • Clients that have needs but timing of when we run our comps (driven by capacity and CI) don't align

  • Clients that need more help with Job Description work rather than talent acquisitions. 

  • Clients that would like to do it themselves but would like to understand best practices and/or access resources (i.e. can you share learning with me so I don't repeat mistakes)

  • Who just need some additional support to expedite, but want to run their own.  - We often now provide advice.

  • Clients who don't agree with our Service Agreement policy, i.e. can't commit to process or time commitments. 

  • When we don't have resources to support their requests. i.e. Unable to run another competition .

  • Clients who require IT roles, (Or general)  that fall outside of DT Roles. 

  • With specific requirements for roles, that require a stand alone competition. 

  • Who have larger requests. 

Clients we support:

  • IMBs

  • Ministry Procurement Shops

  • Government Business Areas (direct interaction with Product Owners)

  • Teams looking for digital talent for Agile projects

  • GBA prepared to run a competition within the rules of procurement

  • Key Clients: MOTI, CITZ, SDPR

  • Other folks we've supported in the past: HLTH, FIN, EDUC

Clients we can’t support:

  • Inadequate budget

  • Not prepared to commit time to procurement competition

  • Not a fit for our DM platforms

  • Not building open-source web apps

  • Low-value TWU/SWU opportunities (ROI too low - not worth the effort)

  • Not ready to work in Agile (i.e., no full-time PO).

  • Clients not doing custom dev (more for SWU)

  • SWU/TWU both based on Agile Agreements.  That means that teams have to be working in Agile for contracts to work.

Ecosystem

WE LEARNED

  • We operate within a sea of options that our hiring and contract managers may choose or be required to use for their talent acquisition needs.

  • “Digital Talent” roles are just one slice, they also acquire non-digital folk… and to them, it’s all ‘hiring’, they may not always make a ‘digital’ distinction.

  • Many folks consider a broader scope of roles to be ‘digital’ than we might, e.g. change management roles created to enable digital transformation. 

  • BCPS runs on relationships, is complex to navigate — folks return to who they know & trust, may not be aware of or feel clear about all options available.

  • Hiring/contract managers often go to their Ministry HR or Procurement experts for support and service-wayfinding: do they promote our services?

HIRE

PROCURE

Digital Talent supports

Ecosystem supports

Marketplace supports

Ecosystem supports

  • Cross-Ministry Hiring Program 

  • Digital Talent job profiles

  • Rapid Hire for TA's - (On hold until Marketing Support is back) 

  • Accessing Eligibility Lists

  • Consulting  -Org Design & Structure

  • Consulting  Applicant/candidate support, guidance, career pathing and application advice advice

  • Consult to PSA on technical positions - .i.e. we support at career fairs for DT roles

  • Strategic HR shops in each? Ministry

  • PSA

  • Divisional "Shadow" HR shops or HR capacity - often in IMB/ISDs 

  • MyHR - for self-serve information

  • Classification Support - Position Numbers & new profiles.

  • PSA learning - Hiring Certification courses

  • Expressions of interest

  • Auxiliary 

  • Temporary Assignments

  • Full-time permanent

  • Developmental Programs

  • Sprint with Us

  • Code with Us

  • Team with Us

  • informal questions, networking

  • Consulting

  • Former users supporting new users

  • Procurement Services Branch (consulting/approval/advice)

  • Procurement expert within ministry

  • 3-phone bids or NRQs (small procurements)

  • Ministry Corporate Supply Arrangements (CSAs) - WLRS/EDUC/JEDI

  • FlexTrack (individual resources)

  • Single-use RFPs (single-use competitions)

...