Annual Report on the 2023–2026 Data Strategy for the Federal Public Service – Year Two

On this page

• Message from the Chief Data Officer of Canada
• Executive summary
• Year One: laying the foundation for success
• Year Two: building toward interoperability
• 2026 and beyond: identifying gaps and challenges
• Conclusion
• Appendix - Year 2 Actions

Message from the Chief Data Officer of Canada

Data is a strategic asset central to driving value, innovation and impact. Organizations that effectively govern and manage their data are better positioned to make informed decisions, deliver high quality services and programs, and respond to emerging challenges with agility.

Year Two of the Data Strategy served to strengthen data governance and enable the Government of Canada (GC) to leverage data as a powerful driver of insight, innovation and public value. As data is foundational to digital public infrastructure and is a strategic asset, we aim to ensure that it is accurate, accessible, secure and used ethically.

As we advance our efforts into Year Three, we are laying the groundwork for a renewed strategy: one that will reflect and build on the advances achieved under the current Data Strategy like stewardship and interoperability across systems. This work will be closely aligned with our new Digital Ambition, the reset of the Policy on Service and Digital, and the recent AI Strategy, ensuring that our data practices support the responsible and effective use of advanced technologies.

Executive summary

The Data Strategy has been pivotal in maximizing GC data use. Our objective is to leverage data and transform our data management practices across the GC. This report highlights our achievements, challenges, and future data-centric initiatives.

Key accomplishments in Year One:

• Governance and processes:
  • Established an assistant deputy minister-level committee for enterprise-wide data initiatives
  • Linked this committee to working level committees through the Community of Practice on Data and Information and the Chief Data Officer Council
• Standards and guidelines:
  • Introduced the GC Enterprise Data Reference Standard to support data interoperability, with the first three data reference standards endorsed for use across the GC
  • Developed the Standard for Managing Metadata and Guidance on Data Quality to provide direction on sound data management practices
• Collaboration and partnerships:
  • Launched the Data Toolkits Catalogue on GCXchange to help public servants acquire, manage and use data-related hardware, storage and software
  • Initiated the Federal Open Science Repository of Canada to provide Canadians free access to federal scientific articles and publications

Key accomplishments in Year Two:

• Advanced governance, organization and strategic use of data:
  • Enhanced public servants’ ability to use data effectively within defined roles and responsibilities. For example, we developed Chief Data Officer accountabilities and issued guidance to advance FAIR assessments
  • Integrated data considerations into essential policy instruments and continued to create and disseminate data reference standards
  • Conducted a scoping exercise to improve data management practices of the GC’s financial comptrollership functions
• Built foundational data talent for the GC:
  • Published tools to assess skills gaps and established new data training opportunities, including new courses from the Canada School of Public Service on data foundations, ethical data principles, disaggregated data, as well as a learning path on Data and AI
  • Launched, through the GC Data Community, a Disaggregated Data Resource Library on GCXchange
• Data sharing:
  • Improved data sharing with updated information management and data policy instruments, guidance and assessment tools
  • Engaged Indigenous governments and organizations to inform the development of a departmental Policy on External Data Sharing at Indigenous Services Canada

The Data Strategy has set an ambitious agenda to optimize use of the government’s substantial information and data assets. We will build on these accomplishments in Year Three.

Insights from departments and agencies provide valuable perspectives on advancing towards a culture of data-driven digital service delivery. Engagement activities have also identified gaps and challenges that we must address. These challenges include issues in:

• governance
• data access and privacy
• the ongoing need for culture change
• artificial intelligence (AI)
• resource, talent and capacity limitations

Year One: laying the foundation for success

In the first year of the Data Strategy, significant strides were made in establishing a robust framework for leveraging data in service delivery. Federal departments and agencies achieved notable successes across eight key priorities.

Important initiatives included the following:

• Enhancing governance: Formed the Assistant Deputy Minister Committee on Data and Information, chaired by the Chief Data Officer of Canada, and integrating it with existing committees (see Action 1.1.c)
• Strengthening data management foundations: Developed the GC Enterprise Data Reference Standards (see Action 2.2.a) to improve interoperability and published new guidelines for managing metadata and ensuring data quality
• Harnessing existing data expertise: Initiatives like the Data Toolkits Catalogue and the Federal Open Science Repository of Canada were launched, while the SSC Science Program co-developed the Federal Science Data Hub, a cloud-based platform for federal scientists, facilitating collaboration and providing world-class data infrastructure and analytical solutions (see Action 4.3.c)

Year Two: building toward interoperability

In the second year of the Data Strategy, we advanced 18 priorities across three areas to further enhance interoperability within the enterprise:

• governance, organization and strategic use of data
• building foundational data talent for the GC
• growing a culture of data sharing by removing barriers, grounding our culture in trust and upholding a strong commitment to privacy

These priorities were pursued alongside ongoing improvements, including the creation and publication of seven new data reference standards and the strengthening of enterprise-wide governance.

2026 and beyond: identifying gaps and challenges

As we begin the third year of the Data Strategy in fiscal year 2025–2026, we are committed to building on the progress from Years One and Two, while also starting new projects. It is essential to identify and address gaps and challenges that may slow or stop this work. By thoroughly examining current practices, we can uncover areas for improvement and develop targeted solutions to enhance data governance, management and sharing. This proactive approach ensures that we remain agile and responsive to evolving needs, strengthening our ability to leverage data as a strategic asset.

Moving forward, ongoing evaluation and adaptation will be key to overcoming obstacles and achieving our goals in data-driven policy, programs and service delivery. We will work with partners to maintain momentum. For example, the GC Data Community is leading efforts to develop a common framework and tool to help departments and agencies assess their overall organizational data maturity.

The success of the Data Strategy depends on a GC-wide commitment, with leaders from different areas taking the time to provide guidance and set priorities. By establishing robust frameworks that ensure that data is considered at the outset and proactively managed throughout its life cycle, along with effective stewardship models, we will continue to grow on the solid foundation of the last two years. In the coming year, work on defining data domains will facilitate better organization and accessibility. As always, we will prioritize privacy and security, safeguarding sensitive information and building trust with the Canadian public and other clients.

Conclusion

At the end of Year Two of our Data Strategy, we reflect on the significant strides made to enhance our information and data management practices and governance. Through ongoing evaluation and prioritization, we have focused on critical areas and delivered results that provide a strong foundation for the future.

Our commitment to strategic resource allocation and talent building has empowered our teams to embrace cultural transformation and emerging opportunities. Collaboration and partnerships across government have been vital in addressing real issues and solving genuine data problems, fostering a more coherent and effective approach to data access and sharing.

Looking ahead, we remain dedicated to advancing the Strategy, driving innovation and delivering value to clients, stakeholders and the Canadian public. We are committed to leveraging data as a strategic asset, ensuring that our efforts drive meaningful progress and innovation. As the reset of the Policy on Service and Digital takes effect, it will serve to support embedding data as a core component of Canada’s digital public infrastructure.

Thank you for your continued support and collaboration as we move into the next phase of our journey.

Appendix - Year 2 Actions

1.1.a. Data by Design. Clarify data leadership responsibilities within and across the Government of Canada. TBS will develop guidance on the roles and responsibilities of executives with accountabilities for data.

In 2025, the Treasury Board of Canada Secretariat (TBS) is advancing the completed Chief Data Officer (CDO) and Chief Digital Service Officer (CDSO) accountabilities through final endorsement and governance processes. This follows substantial progress made in 2024, when TBS finalized the definitions for these new C-suite positions to strengthen data and digital leadership across the Government of Canada.

Two key draft deliverables—CDO Accountabilities and CDSO Accountabilities—were developed to clarify roles and responsibilities related to information and data stewardship. The CDO guidance has already received formal endorsement through the TBS Assistant Deputy Minister Committee on Data Integration (ADM CDI) governance process.

1.1.b. Data by Design. TBS will initiate a review of data responsibilities in the Treasury Board policy suite.

As part of the Comptrollership Function Data Strategy (CFDS), work is underway to map all the data requirements of the Policy on Financial Management and all its supporting instruments. While this work will eventually expand to all other areas under the comptrollership function, the focus for now is on financial management. Specific activities led by the OCG will include the following:

• establishing data governance for Comptrollership data integrated with the GC
• embedding data considerations into policy instruments (Guide to costing, Directive on the Stewardship of FM systems, Guide to CFO Attestation)
• examining the need to embed data standards in other FM policy instruments

1.2.a. Data by Design. Central agencies will provide guidance for decision makers on accounting for, planning for and resourcing data across the life cycle of an initiative, from program, service and policy conception through delivery and end of life.

A standardized vocabulary has been created to support planning and compliance across the life cycle of an initiative, program or service. Work has commenced to develop a tool, along with communication and guidance material.

The CDO for the Comptrollership function has advanced the broader objective by developing a data strategy aligned with the Data Strategy for the Federal Public Service. The Comptrollership data strategy strengthens data governance and promotes greater use and sharing of information to increase business value both within the function and across departments.

While the Comptrollership function has achieved some data maturity—particularly through the comprehensive data set underpinning the Public Accounts of Canada—unified approach to data governance and reporting, aligned with the DSFPS, remains essential.

1.2.b. Data by Design. TBS will coordinate the development of training focused on raising awareness of and familiarity with planning for data at the outset of initiatives for teams responsible for policy, program or service development and delivery.

TBS has developed and published GC Digital Competencies for all public servants, including a dedicated competency on Information and Data Stewardship. Together, these competencies provide comprehensive insight of the digital skills, knowledge and behaviours required in a modern public service. The data stewardship competency, in particular, reinforces the importance of planning for data at the outset of initiatives and using it to inform decision-making, program design and service delivery.

2.1.b. Data for Decision Making. TBS will coordinate with departments to test stewardship models with real-world use cases and explore the implementation of common approaches to data in internal operational areas.

As part of the CFO Experimentation sub-working groups, OCG is working with several departments in several areas, such as Public Accounts, Grants and Contributions, Forecasting, Community Development, and Barriers. Part of the work involves conducting experiments over the next three years, including building a data visualization tool for the Public Accounts that will be accessible to all departments.

Leveraging the Finance and Data innovation Radar (FDIR): The purpose of the FDIR is to provide an overview of the data innovation/analytical projects across the GC finance community, which in turn will provide an overall understanding on where innovations are happening within the comptrollership function. The FDIR will allow departments to see what innovations are currently underway, provide opportunities to leverage existing work, and create a multiplier effect. This will expand opportunities for horizontal collaboration within the finance community, increase the sharing of leading practices, and help our community to build important skill sets for the future.

In addition, the Sustainability Tool for Financial Management (STFM) will be fully implemented as part of the MAF transformation initiative. The STFM is a dynamic data analytics tool developed by the Treasury Board of Canada Secretariat - Office of the Comptroller General (OCG) that uses over 40 different qualitative and quantitative indicators compiled from publicly available datasets. It provides a consolidated view of the financial health of large GC departments and agencies. The STFM allows large departments and agencies to identify areas for improvement from a financial management perspective. The STFM is currently accessible to all large departments and agencies, with work underway to develop a version for smaller organizations.

Specific OCG activities under the CFDS will include the following:

• Establishing a common approach to comptrollership data
• Piloting proofs of concept (Public Accounts Data explorer, Procurement visualization tool, G&Cs visualization tool)

Finally, the HR Data Model advances TBS’s mandate to improve decision-making, stewardship and interoperability across government data by providing a structural foundation that is already system-agnostic and internationally recognized. The HR Data Model establishes clear business objectives (Job, Job Description, Position, Person, Organization). This shared framework allows departments to pilot stewardship models on real operational use cases such as staffing, classification and workforce planning. By transforming “common approaches” from aspiration into practical structure, the HR Data Model enables consistent categorization, definition and instantiation of workforce data across all departments.

2.1.c. Data for Decision-making. TBS, supported by ISC, will progress the development of government-wide standards on data interoperability that will further the ability of Indigenous Peoples to reclaim their traditional names, as per Truth and Reconciliation Commission Call to Action 17.

With the publication of the Name Architecture data standard in fiscal year 2024-2025, the GC is taking significant steps toward reconciliation and inclusivity by addressing systemic barriers that have long prevented the recognition and proper representation of Indigenous names, including mononym naming practices (names consisting of only one word). Recognizing the cultural importance and identity tied to Indigenous names, TBS established a working group in March 2025 to focus on developing the Unicode character set data standard necessary to support Indigenous characters. The proposed standard will provide the technical framework for GC systems to enter, store and retrieve Indigenous characters accurately, ensuring that these systems can support the full breadth of Indigenous linguistic representation. The Name Architecture data standard, supported by the Unicode character set data standard, will play a pivotal role in ensuring that government systems can accommodate and recognize the diversity of Indigenous identities.

Once the Unicode character set data standard is developed, Indigenous Services Canada (ISC) will collaborate with TBS to build on this progress by developing a comprehensive data standard for Indigenous characters. This data standard will establish consistent guidelines for integrating Indigenous names across federal systems, ensuring accuracy and respect in the representation of personal and cultural identities. These efforts align with the Truth and Reconciliation Commission (TRC) Call to Action 17, which calls on all levels of government to enable Indigenous peoples to reclaim their names and revise official identity documents.

The HR Data Model supports this work by separating Person data from Job and Position data, ensuring that identity attributes, including traditional names, are preserved and portable across systems. This system-agnostic design provides the backbone for government-wide interoperability standards and directly supports the Truth and Reconciliation Commission Call to Action 17 by enabling Indigenous Peoples to reclaim and maintain their names in enterprise HR records without disrupting classification, pay, or organizational alignment.

2.2.b. Data for Decision-making. TBS will set expectations and work with StatCan and others to enable data discovery, integration and reuse by reviewing and developing information and data management policy instruments such as the Treasury Board Standard on Metadata, developing a FAIR assessment tool (easy to find, accessible, interoperable and reusable) and providing guidance on the evaluation of existing data for reuse.

A review of the 2010 Standard on Metadata was completed, with the new Standard for Managing Metadata developed following an extensive series of GC-wide consultations. The Standard for Managing Metadata was approved by the Chief Information Officer of Canada, published in Appendix L: Standard for Managing Metadata and took effect on January 15, 2024. Additionally, a suite of supplementary guidance instruments was published in January 2024 on Government of Canada information and data management, including the Guidance on Assessing Metadata Needs, Guidance on Metadata Life Cycle Management, and Guidance on Prescribing Metadata Standards. The 2010 Standard on Metadata was rescinded following the publication of the Standard for Managing Metadata.

The Guidance on Assessing Readiness to Manage Data According to the FAIR Principles was approved by the Chief Data Officer of Canada and published in late spring 2025.

StatCan has also worked with TBS toward the adoption of five data reference standards, with the aim of facilitating interoperability.

2.3.a. Data for Decision-making. PCO and TBS will work with departments to strengthen data literacy by developing guidance on how to integrate data into senior level briefings for effective decision-making

In addition to foundational data literacy training, CSPS provides learning content on leadership and decision-making that supports this objective. For example, “Making Data-Driven Decisions (DDN307)” and “Framing Opportunities for Effective Data-Driven Decision Making (DDN329)” both offer training on critical thinking, testing assumptions and avoiding common mistakes in data interpretation.

ESDC has also developed a program that offers easy access to training, resources and tools to help employees leverage data and AI in a responsible, secure and ethical way. This program—comprising 8 personas, 9 learning paths and 12 competencies—has been made available to other federal departments through various channels.

2.3.c. Data For Decision-making. StatCan will develop guidelines on building data hubs evolving toward more formal guidance in the Treasury Board policy suite.

StatCan is considering how to approach the development of guidance on the development of data hubs for internal purposes. Once completed, these guidelines will be reviewed with partners across the GC to determine their scalability to the enterprise.

3.2.c. Enabling Data-driven Services. PCO and TBS will explore opportunities for federal regulators to set expectations for data stewardship and sharing among service delivery partners.

In June 2025, Transport Canada launched the data-driven Regulatory Platform (internal link) - a bilingual, AI-powered tool that transforms federal acts and regulations into structured, searchable data. Built to support smarter regulation, it enables departments to analyze trends, track regulatory burden by sector via the North American Industry Classification System (NAICS), and reduce red tape.

The development of the Regulatory Platform was made possible by the Regulatory Innovation Consortium, which includes the following departments and agencies:

• Agriculture and Agri-Food Canada
• Canadian Food Inspection Agency
• Environment and Climate Change Canada
• Health Canada
• Innovation, Science and Economic Development Canada
• Natural Resources Canada
• Transport Canada

3.3.a. Enabling Data-driven Services. TBS and StatCan will develop a federal framework to convey principles and best practices on the ethical stewardship and use of data.

Initial scoping and research have begun.

3.3.c. Enabling Data-driven Services. TBS will set expectations and provide guidance and service standards to improve the transparency of data practices and the adoption of openness-by-design principles.

TBS has established the Open Data Advisory Group (ODAG) as a complementary group to the Open Government Multi-stakeholder Forum. The ODAG brings together a range of internal and external stakeholders including GC officials, civil society organizations, and academic representatives with a focus on open data. The ODAG will advance TBS’s objectives of transparency and openness in data management by reviewing and providing feedback on draft GC guidance documents, strategies and plans.

3.4.a. Enabling Data-driven Services. ISC, in collaboration with Indigenous partners, will develop, and TBS will incorporate into policies, protocols and guidance, the identification, sharing, management and governance of Indigenous data to support self-determination and data sovereignty

Through the Transformational Approach to Indigenous Data (TAID) initiative, First Nations, Inuit and Métis partners continued to develop their distinctions-based data strategies. Indigenous partners’ work under TAID complements ISC’s efforts to improve data sharing with Indigenous partners as a first step toward the gradual transfer of service delivery responsibilities, as mandated by ISC’s enabling legislation.

Under this initiative, ISC also continued to manage and/or track nearly 100 active data sharing requests, including 40 information sharing agreements, and launched an engagement with Indigenous governments and organizations on the development of a departmental Policy on External Data Sharing in spring 2024. The first stage of the engagement concluded in February 2025 and, in the process, ISC gathered input from national, regional, rights-holding and service delivery organizations across distinctions. Subsequent stages of the engagement are expected to conclude by December 2025 and will result in a draft policy and What We Heard Report. This work will support ISC’s commitment to collaborate with Indigenous partners on the development of protocols and guidance for the identification, sharing, management and governance of Indigenous data to support self-determination and data sovereignty.

The GC Data Community collaborated with ISC to offer a learning event in June 2024 on Sharing Data With Indigenous Partners. Held during National Indigenous Peoples History Month, the event attracted more than 1,500 registrants and raised awareness about the Transformational Approach to Indigenous Data.

4.1.b. Empowering the Public Service. TBS will conduct a communications campaign to promote diverse data careers in the public service, providing opportunities across the GC where possible.

This is a work in progress that will continue indefinitely. As new technologies and tools become available, outreach to the community will continue in order to increase awareness and facilitate access to the latest technologies, such as generative AI and process automation.

TBS has participated in several CSPS presentations:

Data for Impact Series: “Investing in Data from the Start” - The CDO for the Comptrollership function spoke at a session that explored the Data-Works Costing Framework, a tool that helps identify and justify funding requirements needed to govern, develop, report and share data. Additionally, the event covered how to follow the data through the process of forecasting credible cost estimates in the GC using the new Guide to Costing.

“Enriching Your Finance Career” - The Director of the Financial Management Data Analytics team discussed the importance of data and the development of data analytics skills for the finance officer of the future.

In addition, the OCG continues to collaborate with ACFO-ACAF, North America’s largest union exclusively representing accountants, comptrollers, auditors and financial professionals in order to develop a data curriculum and to the Joint Career Development Program and various other data-related courses and training.

The Community Development team at the OCG has developed an approach for an informed workforce and skills strategy, with the goal of fostering a “Modern and diverse workforce and inclusive workplace where innovation, continuous improvement and experimentation are embedded in the culture. Ensuring access and development to a pool of talent with the skills and capacity to allow us to meet the demands of the future.” Key elements of the approach include the following:

• Developing a data by design Talent Management Strategy
• Developing a pilot on data-driven EX talent management strategy
• Developing a data-driven staffing strategy anchored in IDEA
• Learning, adjusting and expanding to all levels and other Comptrollership communities and sharing with departments
• Fostering a culture of continuous learning
• Leveraging common performance objectives across the FM community to foster a culture of inclusion, diversity, accessibility, and innovation and experimentation
• Governance, career paths and development programs at all levels with learning partners (CSPS, ACFO, FMI, CPA Canada, universities)
• New Leadership Competency Profile/Compass will create focus on leadership skills of the future
• Valuing data and innovation
• Comptrollership Data Strategy (embedding data skills across all functions to heighten business intelligence)
• Leveraging the Finance Innovation Radar to foster experimentation and helping identify emerging skills
• Leveraging the CFO Learning, Experimentation and Collaboration Working Group to help create horizontality, share best practices, facilitate scaling up, and coordinate five CFO-led Sub-WG focusing on themes
• Modernizing tools and processes and leadership of FMT

4.1.c. Empowering the Public Service. PCO and TBS will explore and engage with appropriate authorities regarding existing recruitment and promotion programs to create specific data opportunities and to hire and retain diverse data talent.

Data recruitment processes will be added to the variety of digital talent processes already hosted on the GC Digital Talent platform. The platform enables users to create a profile for hiring and mobility opportunities. The team uses inclusive hiring practices to prepare pre-qualified talent pools for the enterprise to use. This approach reduces effort for hiring managers and provides a better experience for candidates. GC Digital Talent platform aims to be the front door to digital talent.

4.2.a. Empowering the Public Service. TBS will develop guidance and tools to assist managers and teams across the public service in assessing data skills needs.

DFO is connecting the CSPS-published Data Competencies to defined behaviours and skills aligned with a generic data life cycle to support organizational planning, the development of data literacy materials, and the development of learning paths.

TBS has also piloted the Digital Competencies Self-Assessment (DCSA) tool, helping public servants understand foundational digital skills while providing tailored learning recommendations. This initiative is designed to benefit individuals, teams and departments by providing evidence-based insights into workforce strengths and gaps, guiding targeted training investments.

4.2.b. Empowering the Public Service. TBS will provide guidance to departments to integrate the data into their HR training plans.

TBS is co-developing micro-learning articles with CSPS and curating tailored learning paths aligned to each digital competency, creating resources that departments can embed into their HR training plans in order to ensure that data skills development is treated as a core element of professional growth. By making these resources widely accessible, public servants have clear, ongoing opportunities to strengthen their ability to use data effectively in policy, program and service contexts.

4.2.c. - Empowering the Public Service. CSPS and StatCan will explore opportunities to formalize skills development and reskilling covering a wide range of data skills needs.

StatCan and the Canada School of Public Service (CSPS) launched the following courses:

• Foundations of Data Analysis: The Analytical Process (DDN320)
• Working with Disaggregated Data for Better Policy Outcomes (DDN323)

In progress:

• Disaggregated Data in Action: A Case Study on Black Entrepreneurship (DDN324)
• Disaggregated Data in Action: A Case Study on Health Inequalities (DDN331)

The CSPS launched the following (new or major updates) since fall 2024:

• GC Data Demystified (DDN304)
• Principles of Data Ethics (DDN312)
• Discover Artificial Intelligence (DDN210)
• Ethical Considerations in Artificial Intelligence (DDN243)
• And a new Data and AI Learning Path to guide public servants on the different offerings available through the CSPS.

Together with the CSPS, the GCDC launched 9 events on data, including the February 2025 Data Conference.

4.3.a. Empowering the Public Service. Departments will implement TBS guidance on core software toolkits, open source approaches, and repositories that should be made available to all who need them.

StatCan has recently developed an analytical diversification program in the agency. The goal of the program is to leverage the data value chain to develop the best technical solutions to data problems. One of the goals of the program is to leverage open source tools (currently R and Python) in the development of data solutions.

ESDC is currently conducting a McArthur Warehouse Proof of Concept to document digitization processes, digitize and dispose of paper records, and test approaches that will inform requirements for an enterprise-trusted digital repository for digitized physical information.

ESDC is adopting and fully transitioning to the IM-governed Provisioning Process (IPP) as the exclusive method to provision SharePoint sites and libraries used to manage corporate information of business value. The project is enhancing, supporting and maintaining the IPP to make it more scalable and easier to maintain. It will feature a better user interface and integration of workflows for efficient approvals and automation to create and manage SharePoint hubs, sites and libraries. ESDC will continue to work on the new generation of the IPP Toolset, planned for release in fall 2025.

ESDC’s Data Community of Practice and Community of Practice for Visual Analytics and Tools support capacity building and empowering teams across the organization to improve their data skills, leverage modern tools and approaches, and increase their ability to draw actionable insights. These communities of practice also complement the development of data-insight tools and products that support data-driven decision-making and strategic policy.

The National Research Council is currently exploring the feasibility of an open-source Electronic Lab Notebook solution to replace manual lab record-keeping. This initiative has the potential to improve interoperability, strengthen long-term data preservation, and align with open‑source commitments, while allowing teams to customize the solution to their needs.