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Dave Adamson Deputy Chief Information Officer Treasury Board of Canada Secretariat Paul Wagner Senior Director General, Innovation and Chief Information.

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Presentation on theme: "Dave Adamson Deputy Chief Information Officer Treasury Board of Canada Secretariat Paul Wagner Senior Director General, Innovation and Chief Information."— Presentation transcript:

1 Dave Adamson Deputy Chief Information Officer Treasury Board of Canada Secretariat Paul Wagner Senior Director General, Innovation and Chief Information Officer Library and Archives Canada Exploring the Canadian experience

2 Moving Toward Modernizing IM in the GC - Dave Adamson (TBS) and Paul Wagner (LAC) Information: the Currency of the Digital Economy Conference National Archives of Australia May 29, 2014

3 “ Problems with IM interfere with the ability of the Government of Canada to meet the needs of Canadians.” IM in the Government of Canada: The Vision, 2006 “… information is treated as the waste by-product of the Public Service rather than being treated as a key asset.” Ian Wilson, Librarian & Archivist of Canada, September 2003 Where We Were By the mid-2000s there was a recognition in the Government of Canada (GC) that: The piecemeal approach to solving GC information management (IM) problems were largely ineffective. One coherent, explicit and broadly supported IM capability was needed: a formal IM Program for IM Outcomes. 3

4 In the Government of Canada, information is safeguarded as a public trust and managed as a strategic asset to maximize its value in the service of Canadians – Policy on IM issued 2007 – GC Enterprise IM Framework 2008 – GC IM Strategy and Vision 2005 – We began a comprehensive project to define an enterprise vision for IM in the GC. Development of the IM Vision 4

5 Key Achievements /2015 Policy on Information Management Directive on Recordkeeping Directive on IM Roles and Responsibilities GC IM Strategy Launched Standard on Geospatial Data Standard on Competencies for the Federal IM Community Guideline on IM Basics GCPEDIA Profile of GC IM Services Standard on EDRMS Standard on Metadata Digital Office GCDOCS Pilot Launched data.gc.ca Pilot Launch GC IM Integrated Learning Strategy GCDOCS Production Launch GCDOCS EPMO Open Government Action Plan Online IM Course Launched RK Assessment Tool GC Web Search Launch Open Data Portal Cluster hosted GCDOCS environment created Launch of canada.ca Standard on Management

6 6 Directive on Recordkeeping The Directive on Recordkeeping was issued on June 1, Organisations must be compliant by March 31, The Directive on Recordkeeping is foundational to the efficient and effective implementation of other IM initiatives in the GC. Moves focus to the management information resources of business value.

7 Mobile Office Paperless Office Open Government Recordkeeping 7 GCDOCS GCDOCS is the Government of Canada’s Electronic Document and Record Management (EDRM) solution. The GCDOCS program will provide standardized EDRM services to GC organizations, including the implementation of a common configuration across the government. The future is 100% digital Open

8 2 Foundational Commitments Open Government Directive Open Government Licence 3 Pillars Open Information Open Data Open Dialogue 8 Open Government Action Plan Open Open Government is about greater openness and accountability, strengthening democracy and driving innovation and economic opportunities for all Canadians.

9 Driving and Managing Change The current IM Vision has brought about major changes in the way the Government of Canada manages information. Information viewed as a strategic asset and key enabler for departments to meet their program and service obligations. Increased awareness of responsibilities and accountabilities for IM throughout all levels of the public service. However, changes in the IM/IT environment create new opportunities to drive IM forward: Blueprint 2020: a Vision for a World Class Public Service Momentum of the global Open Government movement; Creation of Shared Services Canada; Launch of GC Back Office Modernization Initiative; Implementation of the Transformation Initiative. 9

10 10 The time is right for a renewed IM Vision to enable the GC to continue to innovate and meet the governance and service challenges of today and tomorrow. The breadth and scope of IM achievements over the past few years have inspired a new perspective on what IM in the GC could and should look like in the future. Launch of Destination 2020, the action plan in response to Blueprint 2020, emphasises transforming the way public servants work. On-going consultations for the development of Canada’s Open Government Action Plan 2.0 highlight what Canadians expect of the government. The renewed GC IM Vision will be: Guided by solid IM principles; Reflective of current realities and future directions; Robust, practical, and innovative and reflect an enterprise view; and Able to drive the necessary culture changes to take us where we want to go. A renewed IM Strategy will be the roadmap to make the vision real. Defining Today Where We’ll Be in is a renewal year for IM in the GC

11 Technological Realities 11 The Government of Canada requires a Public Service that is highly connected, with technology integrated seamlessly in the daily life of public servants. From 2005 to 2020, the digital universe will grow by a factor of 300, from 130 exabytes to 40,000 exabytes, or 40 trillion gigabytes (more than 5,200 gigabytes for every man, woman, and child).* * IDC: The Digital Universe in 2020: Big Data, Bigger Digital Shadows and Biggest Growth in the Far East, December 2012 Agile IM/IT Approaches Static IT Approaches Mobile devices Social media Cloud computing

12 Digital as the Only Medium Paper as Default Medium Expectations About Services Canadians expect effective and efficient government services which must be supported by strong IM practices. e Integrated multi-channel services Seamless access Simple e-service options Secure account management

13 Expectations About Openness 13 Canadians expect an open and transparent Government that promotes and facilitates information sharing while managing and protecting their information. Information Open by Default Information Open by Exception GC and business, and organisations GC and citizens GC and other orders of government

14 Expectations About Collaboration 14 A modernized public service draws on a wide range of data and information to develop evidence-based ideas, analysis and advice. Employee to employee Department to department GC to other order of government, business, and organisations Information as a Key Enterprise Asset Information as a Key Organisational Asset

15 Digital as the Only Medium Information as a Key Enterprise Asset Open by Default Information Agile IM/IT Approaches 15 Bringing Together the Principles IM

16 IM Policy Architecture Enterprise IM Solutions Transformed IM Culture 16 Foundations for Achieving the New Vision A culture in which the value, use, and sharing of information is recognised in achieving operational and strategic success. Consolidated and re-engineered standardized solutions across GC to increase efficiency and reduce costs of government operations. Policy direction to departments on the requirements for managing all information resources regardless of format.

17 17 Renewed Vision for IM Renewed IM Vision for the Government of Canada Strong IM Principles Solid IM Foundation

18 18 Credibility of Government and Public Confidence GC Decisions and Operations Information-Related Costs Inability to access or re-use key information resources. Inability to provide adequate evidence to defend the Crown in claims, disputes, and litigation. Loss of essential records to support/document policy, program, or business decisions. Inability to provide correct and relevant information to Canadians, service providers, and/or clients. Loss of confidence due to inadequate steps taken to protect personal information of employees and Canadians. Incomplete preservation of information of enduring or historical value. Inability to meet program delivery, legislated, and accountability requirements. Inability to protect or control records (theft / loss / inadvertent destruction of client / program information). Increased time wasted attempting to find or share information - loss in GC employee productivity. Legacy records clean-up/storage (paper mountain). Inability to deal with increased litigation and audit requirements. Immense duplication of investment in creation/delivery of information. Inability to innovate or conduct research. Loss of investment that went into the creation of information products. Risks of Inaction

19 Focusing Action Renewing the GC IM Vision Actively engaging the IM /IT Community and broader GC in the development of a new GC IM Strategy and Vision for Transforming IM Culture Capacity building and skills development within the GC to fundamentally change the way employees view GC information. Implementing IM Enterprise Solutions Implementing consistent and standardized approaches for EDRMS, correspondence management, and web search. Reconstructing the IM Policy Architecture Implementing a new policy architecture that focuses on managing and sharing of information and ensuring that information resources in all formats are managed strategically. 19

20 Library and Archives Context  Ensure the documentary heritage of Canada is preserved  Be the source of enduring knowledge accessible to all  Facilitate cooperation among Library and Archive communities  Serve as the continuing memory of the government of Canada 240+ linear km of government and private textual records - 3 million architectural drawings - 30 million photos - 90,000 films - 425,000 works of art - 20 million books published in various languages $96M Annual Budget Employees Mandate is enshrined in legislation - Library & Archives Act

21 Government-wide Information Management Policy Framework

22 Delivering Value Access-based Business Model Call Click Consult Value CreationService DeliveryClients Government Records - Value Stream(s) Web Archive - Value Stream(s) Published Material - Value Stream(s) Other - Value Stream(s)

23 Services to Government of Canada Legal Deposit : –acquisition, preservation and accessibility of all GC publications Records Management: –disposition authorizations and preservation of government records of enduring value Recordkeeping Advice : –training, RK Portal, RK tools, guidelines, procedures Web Archiving: –harvest of GC websites for preservation and access Risk Management of Documentary Heritage : –monitoring, advice and strategies to address records at risk

24 Digital Strategy: A Digital Curation Model 1 Digital Curation for Science, Digital Libraries, and Individuals, Neil Beagrie, JISC/British Library Partnership Manager, The International Journal of Digital Curation, Issue 1, Volume 1 | Autumn 2006 LAC recognized as a Trusted Digital Repository


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