Next Generation IM: The Government of Canada Information Management Program Transformation Initiativ

1
Next Generation IMThe Government of
CanadaInformation Management ProgramTransformati
on Initiative
Information Management Forum October 6, 2005

• Alexa Brewer
• Director
• Information Management Strategies Division
• Chief Information Officer Branch, TBS

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Overview

• IM in GC Where weve come from
• IM Environment Today
• The Need to Transform IM
• Why an IM Program?
• What is the GC IM Program?
• Next Generation IM Defining the Future

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IM in GCwhere weve come from

• Over past decade several major steps forward
• Evolution of the role of the CIO
• Strengthened IM Governance Information
  Management Committee
• IM Champion and MGI senior executives in every
  department
• IM Community Development Organizational
  Readiness Office, IM Portal
• Integrated GC IM Guidance and Assessment tools
  Framework for Management of Information,
  Information Management Capacity Check
• Enterprise IM solutions RDIMS, Content
  Management Solution, Portals, Metadata for
  resource discovery
• Creation of Library and Archives Canada
• Renewed Policy for Management of Government
  Information (MGI)
• TBS (CIOB), LAC and PWGSC a collaborative
  approach to enterprise IM

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IM Environment Today

• But many real challenges remain
• Breadth of IM not recognized by senior management
• Good IM practices have yet to become widespread
  in program delivery and day to day operations
• Problems in information sharing impede
  interoperability and provision of horizontal and
  transformed services
• Most IM investments not managed with an
  enterprise perspective
• Inability to measure the contribution of IM to
  business of government

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IM Environment Today

• Information required by employees to conduct
  their work is fragmented and difficult to locate
• The complete government record not available for
  many audit situations
• GC cannot guarantee that information assets
  entrusted to it are always well managed
• Accountability for IM is not clearly articulated
• Many large IM solutions developed with inadequate
  IM expertise
• IM solutions require multidisciplinary teams yet
  these communities are not working together

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IM Environment Today
SAMPLE
It is impossible to manage alignment of a large
number of IM-related initiatives to each other
without a unified approach
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Transformative Initiatives Need Enterprise IM

• Service Canada
• Corporate Administrative Shared Services
• Business and Service Transformation initiatives
• RDIMS Enterprise implementation
• Distributed Computing Environment
• IT Shared Services

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Moving to Next Generation IM

• Government priorities such as service
  transformation and public service modernization
  require
• Seamless access to information across
  jurisdictions
• Quality infrastructure of policies, standards,
  practices, systems, technologies and skilled
  people
• IM must proactively respond to this GC
  transformation agenda with a renewed approach
• A need for leadership in moving forward

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Leadership from lead agencies for IM

• May 2004 CIOB, LAC and PWGSC mandates a team to
• Describe current state of IM in terms of clients,
  needs, outcomes, services
• Begin to develop a common vocabulary for IM
• Clarify responsibilities and accountabilities of
  CIOB, LAC, PWGSC for IM-related services
• June 2005 CIOB, LAC and PWGSC agree to
• Recommend to IMC an approach to transformation of
  IM based on
• Endorsement of IM as a Program
• Develop a Vision, Strategy and Design for target
  state IM
• Ensure the IM transformation is business driven
  and engaged with major transformation initiatives
  (Service Canada, CASS, etc.)
• Align major IM initiatives (RDIMS, CMS, etc) to
  the emerging Strategic Design and Plan
• Continue to build IM Infrastructure (performance
  measures, information architecture, metadata
  management strategy, BASCS, records management
  metadata standard, etc)
• August 2005 Results from interviews with over
  50 IM, Service Delivery, Program, and IT senior
  officials point to the need for a change in way
  IM is managed and the IM Program

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Transforming IM
Mature IM Program
Defining The Future

• Interjurisdictional target state IM services

Strategic Design and Planning

• Target State Lead agencies and departments
  (Design, Business Case, Implementation Plan)

Design Focus

• Target State lead agencies and departments
  (Vision, Strategy)

• Current State
• Initial business model
• Lead agency IM services

First phase
Understanding Today
Scope
Small
Large
2004
2005
2006
2007
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Why IM as a GC Program?

• Our inability to act as one prevents us from
  achieving enterprise IM outcomes
• We need to manage IM as a GC Program so that we
  can
• Make information an asset that everyone is
  responsible for
• Align all of the IM initiatives underway
• Guarantee cohesive outcomes
• Measure our success and our contribution to the
  business of government
• Leverage common services and reuse departmental
  solutions
• Ensure that IM dollars are well spent and well
  accounted for
• Demonstrate to Canadians that we are responsibly
  stewarding the information entrusted to us

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What is a GC program?

• Has outcomes that contribute to the fulfillment
  of a client groups need (e.g. Seniors need for
  financial security through the Old Age Security
  Program)
• Achieves this by delivering services (e.g.
  monthly Pension Benefit payment service)
• Endures over time (but departments come and go)

IM outcomes are defined in legislation and policy
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What is a GC Program?
Something desired or useful to a target group
A desirable trend in the level of a need
A mandate to achieve outcomes
Need
Program
Outcome
achieves
fulfills
belongs to
has
contributes to
Target Group
Service
Service Output
A means of producing a final valued output
delivers
A product that fulfills a purpose or intent
A group of individuals or collectives with shared
characteristics
realizes
Organization
A collective allocated with resources to realize
services
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Government of Canadais made up of
Public Programs
Public client
(Socio-) Economic Development Science and
Knowledge Development Natural Resources Environmen
t Protection Legal, Collective, Democratic
Human Rights Protection Social Development Cultura
l Development Public Education Public
Health Public Safety National Security
Defense Justice
Provider Programs
Public Policy, Planning and Management Corporate
Policy, Planning and Management Integrated
Delivery Human Resources Management Financial
Management Information Management Information
Technology Facilities, Fleet and
Equipment Communications Management Supply Chain
Management Administrative Services Professional
Services
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Government Programs such as Information
Management, Financial Management and Human
Resource Management contribute to the outcomes
and provide services to the public facing
programs of the Government of Canada
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How is IM Related to other GC Programs?
IM outcomes support public program outcomes For
example, IM creates metadata standards for parks
data, organizes content, provides quality
information
Program outcomes contribute to improved quality
of life for clients For example, Parks Canada
promotes recreational parks, and encourages
experience of nature
IM Program
availability of information
Client experiences improved quality of
life Campers are able to find out about parks,
book campsites and experience nature.
Enables other GoC Programs by providing
resources that automate analysis, business
decisions and work processes
Enables IM by providing resources that
electronically store and communicate information
IT Program
The IM Program is a provider program (like
Finance or IT)
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An initial model of a GC IM Program

• Taxpayers/Citizens need
• control and protection of information assets
• confidence in Government of Canada decisions and
  process
• value for money spent to manage information
  assets

Client (Service Recipient)
IM Program
The IM Program is defined by its outcomes that
are targeted at the needs of public served
Responsible stewardship of information assets
Transparency of decisions and process
Responsible management of the resources of the
IM program
Better service
Availability of Information to achieve
program outcomes
Any government program needs Information to
achieve program outcomes and deliver service
outputs
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Components of the current IM Program
Taxpayer\Citizen
Information Management Governance Program
Enterprise
IM Program and
Information
IM Rule Setting
Information
IM Promotion
IM Transformation
Stewardship
Organization
Service
Architecture
Service
Service
Agreement Service
Design Service
Service
IM Rule
GOC
IM Rules
Client (Service Recipient)
IM Research
IM Funding
IM Strategy and
Compliance
Representation/
Consultation
Service
Service
Planning Service
Assessment
Advocacy Service
Service
Service
The IM Program has many types of services
IM Capability Development Program
IM Best Practice
IM Best Practices
IM Expert
IM Information
Consultation
Development
Provision Service
Repository Service
Service
Service
Any GOC Program
Information Delivery Program
Any GoC
s
IM Capability
IM Curriculum
IM Community
s
m
IM Training
Service that
m
Development
Assessment
Development
a
Provision Service
r
a
uses
Service
Service
Service
g
r
Information Search
g
o
information
r
o
Service
P
r
P

c

i
r
l
e
Information
b
d
u
i
Provision Service
P
v
o
r
Program and Service
P
Information
Handling
Program
Information
Owners
Publish Service
Record
Metadata Creation
Information
Authentication
Service
Capture Service
Record Verification
Service
Service
Information
Metadata Registry
Records Retention
Preservation
Service
Service
Service
Records
Information Use
Information Use
Records
Disposition Ruling
Control Service
Logging Service
Transfer Service
Service
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Transforming IM
Mature IM Program
Defining The Future

• Interjurisdictional target state IM services

Strategic Design and Planning

• Target State Lead agencies and departments
  (Design, Business Case, Implementation Plan)

Design Focus

• Target State lead agencies and departments
  (Vision, Strategy)

• Current State
• Initial business model
• Lead agency IM services

Transforming IM
Understanding Today
Scope
Small
Large
2004
2005
2006
2007
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The Challenge of Transforming IM

• Transforming IM is like working on a cars
  engine while driving on the highway
• IM is an operational imperative
• We cant stop doing IM while we transform
• Many IM improvement initiatives are already
  underway in lead agencies and departments
• We cant wait for an integrated strategic design
  plan before going forward with these
  initiatives
• The IM space is big and complex
• We cant do without an integrated enterprise
  strategic design plan

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Approach for the IM transformation
PROJECT
PROGRAM/DEPARTMENT
PORTFOLIO/COMMUNITY
ENTERPRISE

• Decisions, priority setting, guidance, approval
  of deliverables, alignment authority

Govern
Strategic Context Vision, Strategy, Design,
Business Case Plan
Plan
Assesses alignment of change initiatives to the
Strategic Design and Plan and makes
recommendations to Governance
Align
Every IM change initiative underway.
Build
Day to day operations of the IM Program, improved
by change initiatives.
Operate
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Govern the Information Management Committee

• Role
• Strategic direction and oversight of the IM
  program transformation initiative
• Authority for approval of transformation
  deliverables
• Initial GoC IM Program Vision, Strategy and
  Design and blueprint for action
• Priorities for projects to realize the vision
• Alignment recommendations
• Transformation scope and timeframes
• Collaboration and engagement strategy
• Champions of the IM Program transformation
  initiative

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Plan

• The strategic design and plan for IM will answer
  these questions
• What is wrong with where we are now?
• Where do we want to go? (Vision)
• How should we get to the destination?
• What will it be like when we are there?
• Is it worthwhile making the trip?
• Which roads are we taking and when?
• How will we know when we get there?

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Plan A vision for IM

• Where do we want to go?
• Provides a single shared view of the future of IM
  that rallies and guides the IM Community
• Anchors strategic alignment and investment
• Based on actionable solutions to real business
  problems
• Leaps beyond the problems of today
• Heightens IMs value to business clients

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Building a Shared Vision through Collaboration
The Approach

• Collaboration with target groups served by the IM
  Program
• Other GC Program and Service owners
• Major horizontal transformation projects (e.g.
  Service Canada, Internal Services Modernization)
• Taxpayers and citizens
• Key provider programs likely to be involved in
  realizing the IM vision (e.g. IT)

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The Strategy to go forward

• Develop an initial target end state and strategy
  for the IM Program by focusing on the business
  priorities of key transformation initiatives (Dec
  2005)
• Service Canada, CASS, etc
• Validate/refine this target end state and
  strategy through a series of workshops involving
  business, IM and service delivery communities
• Consultation with key IM stakeholders (OIC, OAG,
  OPC)
• Consultation with key IM communities (IM Forum,
  MGI leads)
• Present results to IMC for endorsement

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Align, Build and Operate The Approach

• Alignment ensures that IM initiatives come
  together
• to support the vision
• to contribute to program outcomes
• to optimize investment in IM and reduce
  redundancy
• The work of building and implementing IM
  solutions continues as the Strategic Design and
  Plan is developed but in an increasingly aligned
  manner

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The Strategy to Go Forward

• Many IM initiatives are being built or planned
  across GC.
• Create an inventory of these initiatives The
  Roadmap
• Identify, support leverage those initiatives
  that will provide solutions needed to achieve the
  target end state
• Current alignment focus is on enterprise IM
  solutions
• RDIMS, CMS, DCE
• Align through information interoperability
  standards initiatives
• GC Information Reference Model
• Metadata Strategy, BASCS, PAA/GSRM

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Proposed Timelines for Transforming IM
2005-2006
2006-2007
2007-2008
Approvals Strategic Direction
Govern
Vision Dec.2005
Strategy March /06
Design Phase
Business Case Phase
Plan Phase
Plan
SDP Maintenance
early spin- offs
inform
Align
shape
new projects
Build
existing projects, e.g. RDIMS, CMS, Metadata
Strategy
new subprograms and services
changes to the current business
Operate
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The Goal Next Generation IM

• Full support of the service transformation and
  public service modernization agendas
• IM is a fully integrated part of all government
  operations
• Citizens have a high level of confidence that GC
  is well stewarding all information assets
• Increases in transparency and accountability in
  GC through the measurable contribution of IM.
• Businessdriven IM initiatives with the strategic
  context of a shared vision
• Collaboration among multiple communities (service
  delivery, IM, IT) to deliver complete solutions
• Better coordinated expenditures for IM aligned on
  business priorities

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• For more information or to express your interest
  in collaborating in the development of a shared
  vision for IM, please contact
• Donald Bidd
• Senior IM Analyst
• Treasury Board Secretariat
• Bidd.donald_at_tbs-sct.gc.ca
• 514-946-9897

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