IM DAY September 23, 2004

1
IM DAYSeptember 23, 2004

• IMPLEMENTING THE FRAMEWORK FOR THE MANAGEMENT OF
  INFORMATION IN THE GOC (FMI) http//www.cio-dpi.g
  c.ca/im-gi/fmi-cgi/fmi-cgi_e.asp

Susan Wiggin 1-613-952-2663 Wiggin.Susan_at_tbs-sct
.gc.ca Chief Information Officer Branch .
2
Why managing information is so important

• Government is largely in the information
  business
• All services provided to citizens, businesses,
  and internal clients are information-based
• The provision of information is often the service
  itself
• Transactional services are defined by information
  
• Transactional services also generate information
• Achievement of GoC Goals Depends on Good
  Management of Information

3
Why managing information is so important (contd)

• Citizens, businesses expect quality and
• trustworthy information and services
• Accurate, reliable, current, complete, relevant,
  timely
• Easy to find Easy to use Accessible
• Privacy, confidentiality, safekeeping of
  information
• Greater transparency and accountability
• Preservation of Canadian heritage
• Federal employees need quality information for
  decision-making, business delivery
• Efficient gathering, retrieval, reuse, analysis
  of information

4
The State of IM the GoC

• May 2003 Information Commissioners report
• The government needs to accelerate its efforts
  so that the current momentum is not lost
• A more fundamental issue is the need to change
  the bureaucratic and political culture of the
  federal government
• 2001 Auditor Generals report
• Our office is concerned about the quality of
  information that public service managers use.
  Information is the current that charges
  accountability in government.
• May 2001 TBS IM Ready Survey
• Departments lack what is required to manage
  information

5
Evolving Focus A Cultural Change
6
Renewal and Modernization of the
Management of Information in the GoC

• Framework for the Management of Information
• Strategic direction - definition, scope,
  context, rationale - vision, goals,
  objectives, key principles
• Obligations, accountabilities 30 MI specific
  policies/legislation, plus departmental specific
  legislation)
• How to measure MI performance in an institution -
  business, employee and IM specialist activities
• One stop guidance for specific audiences
  business managers employees in general IM
  specialists
• Basis for determining and developing human
  resource requirements

7
What is The Role of Information?
8
What is the management of information?

• MI is an integral part of business activities
  it is part of every job function that ensures
• - quality information is created and provided
• - decisions are documented
• - information is available (captured, organized,
  maintained, preserved), protected and disposed
  of in accordance with legislation and policy
  requirements

9
What is information management ?

• A discipline that directs and supports effective
  and efficient management of information in an
  organization from planning information
  requirements and systems development to long-term
  preservation and/or disposal

10
Vision for MI in the GoC

• All persons working for GoC are engaged
  inmanaging information as a strategic business
  resource and as a public trust on behalf of
  Canadians
• resulting in quality information to support
  GoC business and its access by Canadians.

11
Key Principles for MI in the GoC

• Information is
• To be considered from earliest point in the
  business planning cycle
• A valuable strategic government-wide resource
• Managed to ensure
• Quality of Information
• Public access
• Privacy of personal information
• Confidentiality of private sector information
• Appropriate safekeeping
• EVERYONES RESPONSIBILITY

12
(No Transcript)
13
Implementation of the FMI in Institutions
Requires

• A Senior Executive to provide leadership and and
  coordinate MI activities in the institution
• An adequate IM organization to support the
  institution Resources
• Knowledgeable and skilled IM
  professionals

14
Implementation of the FMI in Institutions
Requires (Contd)

• 3. An institutional level framework for MI based
  on the GoC FMI
• Vision, goals, objectives, principles
• Governance and Accountability
• Defined accountabilities, roles, responsibilities
  based on legislation and policies
• Governance structure
• Criteria to measure employee performance
  including that of the Deputy Head
• Criteria to measure how well management of
  information is being performed in the conduct of
  business activities
• Institution-level guidance policies, standards,
  business rules, procedures

15
Implementation of the FMI in Institutions
Requires (Contd)

• A clear understanding by all employees at all
  levels of the organization that management of
  information is an integral part of all business
  activities, how it relates to their particular
  work, and how it should be carried out
• Partnerships and collaboration that encourage
  common approaches and reuse of information-
  between the IM community and business areas-
  between the IM community and the IT community
  - among IM professionals

16
Implementation of the FMI in Institutions
Requires (Contd)

• Systems and technology that support MI and,
  therefore, business activities (not only records
  management but business systems as well)
• Regular monitoring and assessment to determine if
  management of information adequately supports the
  goals of the institution

17
Workshop discussion

• 3 questions for discussion
• Question 1 200 230 Table discussion
• 230 245 Break
• 245 300 Plenary reports
• Question 2 300 320 Table discussion
• 320 335 Plenary reports
• Question 3 335 400 Table discussion
• 400 415 Plenary reports

18
Workshop discussion

• To begin
• Introductions your name, your department, which
  question particularly interests you and why
• Agree on a rapporteur to report at the plenary
  discussion
• Agree on a timekeeper

19
Workshop Discussion Questions

• An IM organization (or organizations) support(s)
  the business activities of its department/agency.
  What would you reply to a business manager who
  asks what are his/her roles, responsibilities and
  accountabilities in the management of
  information?
• What would you reply to the business managers
  question about what the roles, responsibilities
  and accountabilities are of the IM
  organization(s)?

20
Workshop Discussion Questions

• It is a requirement that management of
  information considerations be included in all
  submissions to Treasury Board and supporting
  documentation including business cases, risk
  assessments, etc.
• How can you, as an IM professional, influence
  the process in your department/agency? What is
  the process in your department/agency? Who are
  your natural partners?

21
Workshop Discussion Questions

• Information and its management is an integral
  part of all business activities.
• What are some ideas for communicating to and
  making non-IM professionals aware of what
  management of information is, how it relates to
  their particular activities, and how it should be
  carried out?
• What approaches could be taken to train non-IM
  professionals?

22
IM DAYSeptember 23, 2004

• IMPLEMENTING THE FRAMEWORK FOR THE MANAGEMENT OF
  INFORMATION IN THE GOC (FMI) http//www.cio-dpi.g
  c.ca/im-gi/fmi-cgi/fmi-cgi_e.asp
• Discussing the questions

Susan Wiggin 1-613-952-2663 Wiggin.Susan_at_tbs-sct
.gc.ca Chief Information Officer Branch .
23
1. a. MI roles and responsibilities of business
managers

• Overall Accountabilities
• Achieving program/service delivery outcomes
• Integrity of processes under their direction
• Ensuring availability and effective use of
  quality information to support program/service
  delivery

24
1. a. MI roles and responsibilities of business
managers

• This means
• Managing information as an integral part of
  business activities in accordance with
  legislation and policy and as a strategic
  government-wide resource
• Consider information from earliest point in
  business planning
• Ensure
• Quality Information
• Public access
• Privacy of personal information
• Confidentiality of private sector information
• Appropriate safekeeping

25
1. a. MI roles and responsibilities of business
managers

• This also means
• Identifying business rules/information
  requirements and issues to IM specialists
• Ensuring processes and systems appropriately
  address these requirements

26
1. b. Roles and responsibilities of the IM
organization(s)

• What functions are we talking about
• IM advisors
• Records management specialists
• Access to information and privacy specialists
• Web and portal managers
• Data modellers
• Librarians
• Correspondence managers
• Forms managers
• Archivists

27
1. b. Roles and responsibilities of the IM
organization(s)

• Providing leadership and championing the
  management of information as an integral part of
  the business activities of institutions
• Coordinating management of information activities
  and services
• Ensuring MI accountability frameworks, terms of
  reference are in place e.g. delegation of
  authorities matrix inclusion of MI requirements
  in MOUs, agreements
• Ensuring institutional policies, standards,
  guidelines are in place to facilitate adherence
  to information law and policy, and effectiveness
  of MI practices

28
1. b. Roles and responsibilities of the IM
organization(s)

• Maximizing opportunities to leverage
  institutional and government-wide information-
  information sharing and reuse- common
  approaches- unnecessary data collection by the
  institution
• Ensuring MI requirements are identified and
  addressed during program and system design, and
  monitoring to ensure they are subsequently
  implemented
• Providing expert advice, guidance from the
  earliest point in program/service planning and
  development through day-to-day operations and
  assessment

29
1. b. Roles and responsibilities of the IM
organization(s)

• Coordinating and identifying requirements for IM
  services providing selective IM services
• Identifying information requirements and and
  monitoring to ensure they are included in IT
  processes, systems, standards
• Assessing and recommending MI resource and
  training requirements

30
2. Treasury Board Submissions

• How can you, as an IM professional, influence the
  process in your department/agency?
• Establish working relationships with the
  organization that manages the process normally
  Finance
• Request the IM organization be added to the
  routing slip
• Communicate how IM professionals can help
• Provide MI guidance to aid in preparing
  submissions
• Participate in working groups, committees that
  develop submissions

31
3. a. Ideas for communicating to and making
non-IM professionals aware of what management of
information is, how it relates to their
particular activities, and how it should be
carried out

• Communiqués (news letters, e-mail tips, posters,
  plasticized cards with MI roles and
  responsibilities.)
• Special events (contests, management of
  information day.)
• Other.

32
3. b. Training of non-IM professionals

• Web site with guidance, contacts guidelines,
  QsAs,
• Inclusion of MI in departmental/agency
  orientation course
• Specific training courses for non-IM
  professionals employees generally business
  managers
• E-mail quizzes/contests

33
(No Transcript)
34

• ANNEX

35
(No Transcript)
36
FMI Guides

• MI Guide for Business Delivery
• Handbook to support all aspects of service
  delivery - from planning through solution
  development, implementation, assessment
• roles and responsibilities
• coordinated view and quick access to standards
  and guidelines
• checklists

37
FMI - Guides (contd)

• MI Guide for Office Activities Handbook for
  employees to support day-to-day leadership,
  management and administrative activities
• obligations, roles/responsibilities
• practical approaches, checklists,
• Quick Reference Card e.g. E-mail

38
FMI Guides (contd)
MI Guides for IM Services Guidance to IM
specialists on specific horizontal and common
approaches, and practices.
MISystems
Library
Portal
Discovery Tools
Web
39
FMI Standards and Guidelines
Management Related
Governance Accountability
Competencies Training

Management Functions
Technology Considerations
Quality of Information
40
FMI Standards and Guidelines (contd)
Information Life Cycle-related
Collect, Create, Receive, Capture

41
FMI Standards and Guidelines (contd)
Common Policy Related