TBS Information Management Strategic Plan 2016-2019

Table of contents

Executive Summary

The Treasury Board of Canada Secretariat (TBS) is committed to becoming a more open, agile and collaborative organization that fosters respect and innovation, empowers employees to excel in their work, and maximizes benefits for Canadians.

To achieve this commitment, TBS launched This is TBS, which brings together all of TBS’s internal transformational initiatives under three streams of work:

  • supporting a high-performing workforce
  • fostering a more dynamic, open and networked workplace
  • adopting lean and efficient business practices

These initiatives support the Government of Canada’s Blueprint 2020 and open government commitments.

TBS’s Information Management (IM) Strategic Plan 2016–19 is central to these commitments. It outlines how TBS is working to develop more effective and user-friendly tools and processes to safeguard TBS’s most important asset: its information.

This plan builds on TBS’s 2012–15 IM Roadmap, which saw TBS deploy a new IM system (GCDocs) on the department’s Protected B and Secret networks. Employees were also equipped with mobile laptops and tablets, promoting a digital workplace culture and drastically reducing paper consumption.

TBS employees can now search for, retrieve and reuse information more easily, which has reduced duplication and costs and has improved how TBS manages other departments’ sensitive information. TBS has consolidated over 3,353 linear metres of records in one centralized repository at 45 Sacré-Coeur, streamlining and solidifying the management of such records. TBS has also put in place the foundation to build a strengthened IM culture within the department by establishing a network of departmental IM representatives and renewing emphasis on IM awareness, training and best practices.

Building on this work, one of TBS’s IM objectives for 2016–19 is to ensure that GCDocs becomes the single trusted source for TBS’s corporate information, which will eliminate shared drives and foster the adoption of electronic disposition protocols. We are also committed to further fostering an information culture that is open by default to ensure that the information TBS produces has the greatest possible impact. In addition, we will work to strengthen our IM governance and in-house IM expertise. We will also renew our partnership with Shared Services Canada, recognizing that IT infrastructure is fundamental to implementing strong IM practices. Finally, we are committed to continuing our paper and electronic clean-up activities, and to building IM awareness through training as we support our employees’ transition from a workplace that is paper-based to one that is digital.

To achieve these goals, TBS will, in the short term, more rigorously apply retention rules in GCDocs and champion an “open by default” culture, wherever possible. In the medium term, we will work to move remaining corporate information into GCDocs and improve how we monitor and measure our IM performance. Finally, in the long term, we will work to further strengthen our information security, enhance the digital skills of all employees, including IM specialists, publish open data sets, and leverage IT to further support our transition from a paper-based to a digital workplace.

This is an exciting time for TBS as we work to build a new workplace where IM is more fully integrated into our day-to-day work, and as we contribute to TBS’s growth as a more collaborative, open and agile organization.

1. IM Framework

1.1 Current State of IM at TBS

The TBS 2012–15 IM Roadmap propelled the modernization of IM at TBS, equipping employees with technology (GCDocs, mobile laptops, tablets, networked Wi-Fi and multi-function printing devices) that has enabled them to work more digitally and reduce their paper consumption, supporting a workforce that is more open, agile and collaborative.

1.1.1 Positive Outcomes from TBS IM Roadmap 2012-2015

Key accomplishments of the TBS 2012–15 IM Roadmap are as follows:

  • improved IM practices by enabling the management of information based on its function rather than its subject through the implementation of a new IM system (GCDocs) and a new information architecture
  • reduced paper-based dependency by enabling a mobile workforce through laptops and tablets, dual monitors, OneNote (rather than notebooks), multi-function printing devices (with print-on-demand capability), and networked Wi-Fi at all TBS buildings
  • strengthened safeguarding of information assets through the implementation of TBS’s Secret Network, enabling employees to safely and securely manage files above Protected B and up to the Secret classification
  • improved IM integration within business processes through the use of GCDocs workflows to reduce the burden on users of TBS’s correspondence management system (WebCIMS)
  • reduced paper-based information assets through a TBS-wide Information Clean-Up Campaign that prepared employees for a two-box move to a Workplace 2.0 environment, and through the consolidation of all paper-based information of business value at one location (45 Sacré-Coeur)
  • improved employee IM performance by tying key benchmarks for IM and GCDocs to employees’ performance agreements and evaluations
  • reduced volume of email by capping departmental mailboxes at 2 GB in preparation for the government’s Email Transformation Initiative
  • improved basic digital IM skills among the workforce through mandatory training on GCDocs, and through training on the Secret Network as well as technology drop-in sessions for all employees
  • enabled a disposition process by obtaining disposition authorities (through Library and Archives Canada) for all TBS information assets of business value, allowing TBS to dispose of its information through its IM specialists
  • improved IM governance (see current structure in Annex B) through the creation of an IM network of representatives from all TBS branches and sectors

1.1.2 IM Baseline (SWOT Analysis)

An assessment of strengths, weaknesses, opportunities and threats (SWOT) of the current state of IM at TBS was completed as part of an evaluation of the 2012–15 IM Roadmap. This analysis has been the starting point for the TBS IM Strategic Plan 2016–19.

Figure 1. SWOT Analysis of Current State of IM at TBS

Strengths
  • TBS has strong executive support and leadership.
  • The management of paper-based information assets is centralized in one physical location and is a recognized internal service.
  • TBS is fully covered under a disposition authority (provided by Library and Archives Canada), allowing the department to carry out its own disposition activities for information assets of business value. 
Weaknesses
  • TBS has a high turnover rate, making IM awareness and skills development difficult to mature and inconsistent throughout the department.
  • Although GCDocs is in place, employees can still use shared drives to store documents.
  • Processes to properly manage the disposition of information of business value have not been established within GCDocs.
  • There is a shortage of digital IM expertise among IM specialists within the department.
  • IM governance is not fully developed and operational.
Opportunities
  • Automate disposition activities through GCDocs, ensuring consistent and automatic disposal of departmental information assets that have business value.
  • Achieve operational efficiencies by implementing GC-wide initiatives such as the Open Government Plan.
  • Measure performance for continuous improvements (such as search optimization and identification of new workflows required)
  • Use IM objectives within employees’ performance agreements to mature IM practices within the department.
Threats
  • Funding pressures and different priorities may divert resources from IM requirements.
  • TBS IT solution requirements may not be a priority for SSC, which manages IT solutions on behalf of the GC (e.g. usability of secret network, increased server space for GCDocs)
  • IT outages and failures negatively impact employees’ trust in IM systems.

1.1.3 Gaps Identified

From the SWOT analysis, the following activities outlined in the TBS 2012–15 IM Roadmap were identified as being not fully completed and will be included in the TBS IM Strategic Plan 2016–19:

  • migration of legacy electronic documents to TBS’s new IM repository (GCDocs) and elimination of shared drives
  • launch of the electronic Treasury Board submission case management system to provide a collaborative environment for handling TB submissions in a secure and integrated manner

Some deficiencies identified in the 2011 Internal Audit on Electronic Recordkeeping remain:

  • understanding and implementation of IM practices still varies across TBS 
  • sectors do not yet regularly analyze business processes to identify IM needs
  • current disposition processes may cause TBS to dispose of one version of a record but retain other versions in GCDocs and on shared drives

The Recordkeeping Assessment Tool (RKAT), used to identify compliance with the Treasury Board Directive on Recordkeeping, shows that TBS needs to address the 21% gaps shown in Figure 2 in order to obtain full compliance by 2017.

Figure 2. 2016–17 Results of RKAT
RKAT Areas of Evaluation Average Maturity Level Over 5 Years  on scale of 1 to 4
RK Planning and Governance 3.8
Identification of IRBV 3.75
Protection of IRBV 4
Repositories for IRBV 3.33
Classification of IRBV 4
Retention 3.5
Disposition 3.33
Documentation of Practices 2
Awareness and Engagement 2.33
Monitoring and Reporting Results 3
Total Compliance Score in Percentage 79%

Following are summaries of the five areas where there are gaps in compliance:

6.1.3.1 Repositories for information of business value:

Not all practices and controls for managing repositories and for searching and retrieving information assets are documented. There is no monitoring to ensure consistent management of information assets within all repositories (for example, monitoring for unusual growth or decline).

6.1.3.4 Disposition:

Not all practices and controls for the disposition of information assets of business value (for example, for non-electronic information resources of business value) are documented. Some disposition is performed but is not done regularly or not necessarily in a timely fashion.

6.1.4 Documentation of practices:

Not all practices and controls for TBS’s policies, procedures and business rules for IM and recordkeeping are documented. Existing documentation on practices does not address accountability, stewardship, performance measurement, reporting and legal requirements for information resources in all formats.

6.1.5 Awareness and engagement:

TBS’s IM awareness and engagement plan is in development but has not yet been approved or implemented.

6.2. Monitoring and reporting results:

Not all recordkeeping components are integrated into monitoring and reporting activities (performance measurements).

1.2 Risk of not Addressing Gaps

If the gaps identified above are not addressed, TBS will retain the following risks:

  • non-compliance with key GC legislation, the Policy on Information Management and the Directive on Recordkeeping, and failure to achieve TBS’s strategic and operational objectives
  • an increase in litigation and ATIP costs and a decrease in accurate and timely search results
  • inaccurate and incomplete information used to make decisions
  • loss of information or unauthorized access to information

2. IM Strategic Direction

2.1 Guiding Principles

The TBS IM Strategic Plan 2016–19 is guided by TBS’s desire to strengthen itself as an organization that is collaborative, open and agile through the following:

  • demonstrating leadership in government
  • creating a collaborative workplace environment to support organizational success
  • increasing the flexibility to work anywhere at any time while maintaining responsiveness and security

These three principles span multiple initiatives and align with GC priorities, including Blueprint 2020, Canada’s open government commitments, and the GC IT Strategic Plan. The following section highlights some IM priorities and how the TBS IM Strategic Plan 2016–19 responds to or aligns with these priorities. For a complete list of TBS and government-wide priorities, see Appendix E.

2.1.1 Alignment to GC Priorities and Initiatives

Open Government

Canada’s Action Plan on Open Government seeks to broaden citizens’ access to data and information, and ensure transparency and accountability within the democratic process. Shifting to a culture that is open by default has been identified as a challenge within TBS and remains a guiding principle in TBS’s implementation of IM initiatives, clean-up activities and this strategic plan. Aligning TBS’s IM efforts with Canada’s open government priorities will result in a strengthened collaborative workplace in which information is shared across TBS and data is accessible and usable in a timely fashion. 

IT Strategic Plan 2016-2020

The GC IT Strategic Plan aims to modernize IT and recognizes the need for better interoperability between people, processes and technology. The plan also sets out four goals that emphasize the need for strong IM practices: servicing, securing, valuing and having an agile IT system. IM is a key enabler of a digital workspace, and TBS’s alignment of its IM efforts with the GC IT Strategic Plan will result in information that is searchable, which will facilitate sharing, interoperability and evidence-based decision making.

Blueprint 2020

The Blueprint 2020 initiative is about ensuring that the federal public service is able to meet the challenges of the future, and ensuring that it has the right people, processes and systems in place to meet those challenges. Blueprint 2020’s guiding principles are as follows:

  • an open and networked environment that engages citizens and partners for the public good
  • a whole-of-government approach that enhances service delivery and value for money
  • a modern workplace that makes smart use of new technologies to improve networking, access to data and customer service
  • a capable, confident and high-performing workforce that embraces new ways of working and mobilization of the public service’s diversity of talent to serve the country’s evolving needs

Aligning TBS’s IM efforts with these guiding principles will result in business processes that are lean, effective, and enabled by technology that allows employees to capture information seamlessly. Improved business processes will also strengthen mobility within our workplace, enabling employees to work away from their desks and reduce their dependency on paper.

2.1.2 Integration into TBS Business Planning

Reports on Plans and Priorities 2016-2017

TBS’s annual Report on Plans and Priorities (RPP) describes TBS’s priorities, strategic outcomes, programs and expected results for the fiscal year. TBS’s 2016–17 RPP identified the following priorities for IM:

  • foster a more dynamic, open and networked workplace, including renewing and consolidating office space within Workplace 2.0 standards and re-engineering back office technology to better manage information
  • adopt lean and efficient business practices that create opportunities for transferring skills and knowledge, streamlining processes and empowering employees

Aligning TBS’s IM efforts to its 2016–17 RPP has resulted in employees being able to search and use information more easily, reduce duplication of work, reduce costs, and improve how TBS manages sensitive information. TBS’s efforts have also promoted a digital work culture and further reduced paper consumption through increased employee mobility.

2.2 IM Vision

TBS’s IM vision is as follows:

  • Information management solutions that comply with GC recordkeeping protocols and strengthen a collaborative, open and agile organization, empowering a better government with partners, for Canadians

2.3 IM Mission

IM enables a workplace that is open by default and collaborative, and that allows employees to find the information they need, when they need it, through user-centred systems and tools.

2.4 Strategic Goals and Objectives

The TBS IM Strategic Plan 2016–19 aims to achieve the following:

  1. regard GCDocs as the single trusted source for digital information
  2. ensure that information in departmental applications and systems is accurate and available in a timely way
  3. foster an information culture that is open by default
  4. strengthen IM governance
  5. empower our workforce to transition from an information environment that is paper-based to one that is digital
Figure 3. IM Strategic Goals & Objectives
Graphic representing the different IM Strategic goals and objectives. Text version below:
Figure 3. IM Strategic Goals & Objectives - Text version

This figure is intended as a visual summary of IM Strategic objectives. There are five large goals or objectives displayed in coloured circles and, for each, a point form list of examples of business activities is displayed:

  1. Goal 1: Regard GCDocs as the single trusted source for digital information
    • Consolidate digital departmental information assets into GCDocs
    • Strengthen safeguarding of information
    • Align all digital information assets within GCDocs to the new IA
  2. Goal 2: Ensure that information within departmental applications and system is accurate and available in a timely way
    • Review and implement retention periods within departmental systems and applications
    • Identify information of business value within departmental applications
  3. Goal 3: Foster an information culture that is open by default
    • Identify information that should be open by default in GCDocs
    • Publish open data sets
    • Champion and support openness and transparency
  4. Goal 4: Strengthen IM governance
    • Motivate accountability
    • Improve IM performance monitoring
    • Improve and update the TBS IM Strategic Plan
  5. Goal 5: Empower our workforce to transition from an information environment that is paper-based to one that is digital
    1. Migrate data on paper-based information assets into GCDocs
    2. Strengthen digital IM skills among IM specialists
    3. Strengthen digital IM awareness for all employees
    4. Leverage IT to further reduce paper consumption

2.4.1 Regard GCDocs as the single trusted source for digital information

This strategic goal aims to consolidate all unstructured departmental information assets within one corporate repository.

Strategic Objectives Proposed Activities (RK Component) Expected Outcomes
Consolidate digital departmental information assets into GCDocs

Identify information assets that will not migrate to GCDocs (6.1)

Map and migrate information assets from shared drives to GCDocs (6.1.3.2)

Lock down shared drives to “read-only” for remaining information assets (6.1.2)

GCDocs is used by all employees to manage their information assets

Shared Drives are no longer used and are decommissioned

Strengthen safeguarding of information

Ensure documents have appropriate security marking and are stored in appropriate network (Protected B, secret network) (6.1.2)

Information assets are uploaded to GCDocs within the appropriate network (secret network, up to protected B network or transitory network)

Document classifications are displayed on all information assets (TITUS – unclassified to secret markings)

Align all digital information assets within GCDocs to the new information architecture (IA)

Map and migrate information assets from the legacy IA structure to the existing (new) IA structure within GCDocs (6.1.3.2)

TBS information assets are consistently classified by function through one IA

2.4.2 Ensure that information within departmental applications and systems is accurate and available in a timely way

This strategic goal aims to manage information and data as critical strategic assets, from creation to disposal, while addressing stewardship and legal requirements. For a complete list of departmental systems and applications, see Appendix D.

Strategic Objectives Proposed Activities (RK Component) Expected Outcomes
Review and implement retention periods within departmental systems and applications

Review existing retention rules and implement for all TBS information (6.1.3.3)

Map and implement retention and disposition rules from the legacy IA structure to the existing (new) IA structure (6.1.3.4)

Develop a strategy to address information assets that remain on  shared drives or within the legacy IA structure (6.1.3.4)

Disposition Authorities are automatically applied within departmental systems and applications (such as GCDocs)

TBS actively disposes of information that is no longer required

Documents that must be kept due to legal requirements are properly safeguarded

Identify information of business value within departmental applications

Conduct a discovery exercise for departmental shared drives (6.1.1)

TBS has a complete inventory of all corporate information assets with business value

2.4.3 Foster an information culture that is open by default

This strategic goal aims to facilitate and guide the cultural shift to openness and sharing of information.

Strategic Objectives Proposed Activities (RK Component) Expected Outcomes
Identify information that should be open by default in GCDocs

Enable a “publish by default” process (6.1)

Increase information sharing and reuse amongst workforce

Publish open data sets

Review datasets and information assets (6.1)

TBS actively participates in ensuring government transparency and access to information

Champion and support openness and transparency

Implement the TBS open government plan for the release of data  (6.1.4)

Establish a TBS open government governance structure (6.1)

Develop a TBS open government communications plan (6.1.5)

Key challenges to developing an open culture are identified and addressed

Increased interoperability (employees can access the information they need, when they need it)

2.4.4 Strengthen IM governance

This strategic goal aims to implement a framework for governance and leadership that guides the alignment of IM efforts with business activities, and addresses accountability, performance measurements and reporting.

Strategic Objectives Proposed Activities (RK Component) Expected Outcomes
Motivate accountability

Reinforce a sustainable TBS governance model (IM Reps, ADM ) (6.1)

Develop and implement agreements detailing specific information accountability for each sector (6.1.4)

A motivated workforce that demonstrates good IM practices, understands risks associated with poor IM practices, and understands IM roles and responsibilities within TBS

Improve IM performance monitoring

Define performance requirements and targets (service level agreements) (6.2)

Develop and implement a strategy for IM governance and monitoring  (6.1.4)

Develop an IM performance dashboard (6.2)

Improved reporting methods to strengthen IM strategic planning and decision-making

IM behaviours are tracked and course correction plans are established as required

Improve and update the TBS IM Strategic Plan

Conduct a yearly review of the TBS IM Strategic Plan (6.2)

Track the evolution of GC policies and initiatives to ensure TBS’s alignment with them (6.1)

TBS IM practices and results are aligned to GC IM policies, directives, and initiatives

2.4.5 Empower our workforce to transition from an information environment that is paper-based to one that is digital

This strategic goal aims to have a workforce that regards information as a critical strategic asset and that strengthens IM digital practices by developing electronic business processes to replace paper-based processes.

Strategic Objectives Proposed Activities (RK Component) Expected Outcomes
Migrate data on paper-based information assets into GCDocs

Analyze legacy data within Livelink (6.1.3.1)

Define data requirements for paper-based information assets within GCDocs (6.1.3.1)

Design and implement an IM solution within GCDocs (6.1.3.1)

Migrate legacy data into GCDocs (6.1.3.1)

Livelink is no longer used to track paper records and is decommissioned

GCDocs is used as the main repository within TBS, including for tracking paper records

Strengthen digital IM skills among IM specialists

Develop, enable and train IM specialists to transition from paper-based IM processes and capabilities to digital ones (6.1.5)

Improved digital IM expertise within the department

IM specialists understand IM roles and responsibilities, and IM best practices within a digital environment

Training is offered in a timely fashion to IM specialists

Strengthen digital IM awareness for all employees

Continue the IM clean-up campaign in support of the move to 219 Laurier(6.1.3.4)

Develop and implement a strategy to advance IM knowledge and awareness (6.1.5)

Develop and implement a roadmap for change management (6.1.5)

Develop customizable training (6.1.5)

Reduced paper-based information assets within workspace

All TBS employees understand IM roles and responsibilities, and IM best practices within a digital environment

Training is customizable and offered in a timely fashion to all TBS employees

Leverage IT to further reduce paper consumption

Conduct an analysis of  paper reduction (6.1)

Launch the electronic Treasury Board submission case management system (6.1.2)

Embed automated workflows for business processes (6.1.1)

Reduced paper consumption

Treasury Board submissions are only accepted in electronic format through the submission case management system (e-TBsub)

TBS actively identifies paper-based business processes to be digitized resulting in a department that is more efficient

2.5 Performance measurements for TBS’s IM Strategic Plan

Monitoring of the TBS IM Strategic Plan and reporting on its implementation will be the responsibility of TBS Information Management Services, on behalf of the Chief Information Officer.

TBS will monitor and track the implementation of the IM strategic plan through:

  • results of the Management Accountability Framework
  • results of TBS’s Recordkeeping Assessment Tool (RKAT)
  • departmental performance reports
  • monthly IM dashboard

These results will be analyzed regularly and serve to refine and improve ongoing IM activities.

3. IM Roadmap 2016-2019

The IM roadmap below demonstrates how our strategic goals, objectives, and planned activities featured in the TBS IM Strategic Plan 2016-19 aligns with the TBS Directive on Recordkeeping. The implementation of the strategic plan is expected to evolve over the span of the three years to accommodate best practices and confront new challenges.

RK Component Activities Time Range to Complete Activity
6.1 RK Planning and Governance Identify information assets that will not migrate to GCDocs 2016-2018
Enable a “publish by default” process 2016-2017
Review datasets and information assets 2016-2019
Establish a TBS open government governance structure 2016-2017
Reinforce a sustainable TBS governance model (IM Reps, ADM) 2016-2017
Track the evolution of GC policies and initiatives to ensure TBS’s alignment with them 2017-2019
Conduct an analysis of paper reduction 2018-2019
6.1.1 Identification of IRBV Conduct a discovery exercise for departmental shared drives 2016-2018
Embed automated workflows for business processes 2017-2019
6.1.2 Protection of IRBV Lock down shared drives to “read-only” for remaining information assets 2017-2018
Ensure documents have appropriate security marking and are stored in appropriate network (Protected B, secret network) 2016-2019
Launch the electronic Treasury Board submission case management system 2016-2018
6.1.3.1 Repositories for IRBV Analyze legacy data within Livelink 2016-2017
Define data requirements for paper-based information assets within GCDocs 2016-2018
Design and implement an IM solution within GCDocs 2016-2018
Migrate legacy data into GCDocs 2016-2018
6.1.3.2 Classification of IRBV Map and migrate information assets from shared drives to GCDocs 2017-2018
Map and migrate information assets from the legacy IA structure to the existing (new) IA structure within GCDocs 2016-2017
6.1.3.3 Retention Review existing retention rules and implement for all TBS information 2016-2017
6.1.3.4 Disposition Map and implement retention and disposition rules from the legacy IA structure to the existing (new) IA structure 2017-2019
Develop a strategy to address information assets that remain on shared drives or within the legacy IA structure 2016-2018
Continue the IM clean-up campaign in support of the move to 219 Laurier 2016-2018
6.1.4 Documentation of Practices Implement the TBS open government plan for the release of data 2016-2017
Develop and implement agreements detailing specific information accountability for each sector 2016-2018
Develop and implement a strategy for IM governance and monitoring 2016-2017
6.1.5 Awareness & Engagement Develop a TBS open government communications plan 2016-2017
Develop, enable and train IM specialists to transition from paper-based IM processes and capabilities to digital ones 2016-2019
Develop and implement a strategy to advance IM knowledge and awareness 2016-2019
Develop and implement a roadmap for change management 2016-2019
Develop customizable training 2016-2018
6.2 Monitoring & Reporting Results Define performance requirements and targets (service level agreements) 2016-2018
Develop an IM performance dashboard 2016-2018
Conduct a yearly review of the TBS IM Strategic Plan 2017-2019

4. Approvals

Original signed by

Paul Girard
Executive Director and Chief Information Officer, and Information Management Senior Official
Information Management and Technology Directorate, Corporate Services Sector
Treasury Board of Canada Secretariat

Date

Original signed by

Renée LaFontaine
Assistant Secretary and CFO
Corporate Services Sector
Treasury Board of Canada Secretariat

Date

Original signed by

Yaprak Baltacıoğlu
Secretary of the Treasury Board
Treasury Board of Canada Secretariat

Date

Appendices

Appendix A: Catalogue of IM Services

Enterprise Information Management includes services and resources to facilitate access to and management of the corporate and published information and documents that staff need to:

  • support sound decision-making;
  • facilitate policy development; and
  • demonstrate accountability.

Enterprise Information Management includes services and resources to facilitate access to and management of the corporate and published information and documents that clients need.

The specific services include:

  • Application Development
  • Document Management (non-electronic)
  • Document Management (electronic)
  • Enterprise Search

Application Development

Application Services include all necessary services to deliver application development, enhancement, and other related services. All Application Services include fully burdened labor and are charged on a project basis or an annualized full-time equivalent (FTE) basis for dedicated employees. Applications must follow the departmental SDLC process and adhere to the TriNet application standards.

Application Development includes the following base services:

  • Solution Definition – to assist the business Client in the strategic assessment of the business opportunity and to provide the expertise required to further define the business solution, and research and select the most viable options.  This includes Requirements Definition and Business Case Development.
  • Solution Acquisition – to support business functions related to the acquisition of a commercial off the self-solution (COTS) and/or acquisition of external integrator services (custom build or integration services).   This includes RFP Development and Support as well as Bid Evaluation.
  • Solution Development – for the detailed design and any programming / development activities required to integrate an off-the-self solution into the department’s application environment, or to custom build or enhance a solution.  This includes Design Specifications and Programming/Development.
  • Solution Integration – to take a COTS product or a custom built solution and fully integrate it into the department’s Application environment.  This can include Integration and Testing, Certification Services, Implementation and Migration as well as Application Training Services.

Document Management (non-electronic)

Document management services provide the expertise and the functions required to manage the full life-cycle of non-electronic corporate records. It includes support in the classification of documents, reference and retrieval, storage and preservation, and archiving and disposition.

Document Management (non-electronic) includes the following base services:

  • Life Cycle management
  • Classification system maintenance
  • Orientation and advice
  • Litigation discovery and ATIP requests records relevancy identification

Document Management (electronic)

Includes support in the classification of documents, search and retrieval, storage and preservation, and archiving and disposition of electronic records. It also provides clients with a collaborative, horizontal means to work on electronic documents while preserving their integrity.

Document Management includes the following base services:

  • Core standard WebCIMS document management services, software deployment and support
  • Classification system maintenance
  • Functional support for WebCIMS
  • Orientation, training and advice
  • Application hosting for RDIMS, WebCIMS and EDMS
  • Software acquisition and maintenance

Appendix B: Current State of IM Governance Model

Figure 4. TBS IM Governance
Graphic representing the IM Governance. Text version below:
Figure 4. TBS IM Governance - Text version

The following chart shows the relationship between various governance approaches in place that, together, support all TBS employees. They are; IM accountability agreements, the CIO, EXCO and the Resourcing committee (RC), IM Specialists, the 2012 IM guiding principles, the information architecture, and the IM Rep network.

Appendix C: IM Roles and Responsibilities

Directive on Information Management Roles and Responsibilities – All Employees

  • Applying IM policy and instruments to support their department;
  • Documenting their activities and decisions;
  • Providing and bringing to their manager’s attention information issues and requirements;
  • Treating departmental information in a manner that facilitates access while ensuring privacy and security requirements are met.

Directive on Information Management Roles and Responsibilities – Managers

  • Analysing business processes and conveying requirements to IM specialists;
  • Applying IM policy and instruments for authenticity and integrity;
  • Identifying information issues and requirements to IM specialists to ensure processes and systems address the issues;
  • Ensuring employees understand and apply IM in day-to-day operations and that they are included in performance objectives;
  • Ensuring IM requirements are included in contractual terms and conditions;
  • Ensuring that appropriate arrangements are put in place for the management of information received from outside the Department.

Directive on Information Management Roles and Responsibilities – Senior Executives

  • Participating in GC IM committees;
  • Ensuring IM requirements are addressed during strategic planning;
  • Advising the IT Senior Executive on IM requirements;
  • Ensuring IM requirements are addressed during planning phase;
  • Ensuring adequate IM governance and accountability;
  • Co-ordinating resources and implementation of IM activities;
  • Identifying, addressing and monitoring IM resource and training;
  • Ensuring effectiveness of IM policy and instruments;
  • Adopting government-wide solutions for IM;
  • Advising TBS of any impact of new or amended legislation and policies on IM.

Directive on Information Management Roles and Responsibilities – IM Specialists

  • Implementing government-wide policies and instruments;
  • Developing and delivering information management services, advice and training and awareness sessions;
  • Supporting integration of IM requirements into departmental business;
  • Collaborating with managers to address information life cycle requirements;
  • Analysing newly introduced or changed legislation, policies and standards for IM impact.

Appendix D: List of Departmental Systems and Applications

Application Name Business Owner
Microsoft SQL Server Enterprise Core CSS
RPIS Map Navigator /viewer OCG
SAP (Hydrae) EMS
Directory of Federal Real Property OCG
Federal Contaminated Sites Inventory OCG
Access Pro Case Management & Redaction System (ATIP Office) SCMA
ACL - Audit Compliance IAEB
BMC Service Desk Express (CAC-SS) CSS
BMC Service Desk Express (Solutions Centre) CSS
BMC Service Desk Express (Strategic Communications) SCMA
Centralized Online Reporting System CSS
Claims Office CSS
Cognos BI FMD
Enterprise IT Portfolio Management (Clarity) CIOB-ITD
Erwin Data Modeller CSS
GC Docs (Content Server 2010) - DMZ CSS
GC Docs (Content Server 2010) - Secret CSS
GCConnex CIOB-Service
GCDocs (Content Server 2010) - PB CSS
GCPedia CIOB-Service
GEMINI  4.2 OCHRO - AM
Google Search Appliance SCMA
Grievance Tracking System - Collective Agreement OCHRO - CLR
HP LoadRunner CSS
HP SiteScope CSS
IDEA IAEB
JIRA CSS
LogiTerm CSS
Max Quality Data Analytics IAEB
Media Call Logging SCMA
Microsoft Azure CSS
Microsoft MSDN Premium with Visual Studio CSS
Microsoft MSDN Professional with Visual Studio CSS
Microsoft MSDN Ultimate with Visual Studio CSS
Microsoft SharePoint Server CSS
Microsoft SQL Server Standard Core CSS
MS Dynamics CRM CSS
Oracle PeopleSoft HRD
Policy Interpretation - Relocation OCHRO- CLR
SAP (CAC-SS) CSS
SAS (EMS) EMS
SAS (OCHRO) OCHRO - GPP
Sharpe Decisions Executive Workshop IAEB
TeamMate IAEB
Active Directory Migration Tool CSS
Annual Report To Parliament EMS
ATIP Coordinators Administration CIOB
ATIP Stats CIOB
Audit and Evaluation Database EMS
Cabinet Document Tracking System SCMA
Callipers - Callibrage OCG
Classified Ads SCMA
Client Request Management System CIOB-ITD
Collective Agreements Implementation Tracking System OCHRO - CLR
Common Human Resources Business Process - Tracking OCHRO
Common Human Resources Business Processes - Website OCHRO
Communications Community Office (Website) SCMA
Contacts Database (for GC) SCMA
Contract Request and Status System CSS
Determining Linguistic Profile of Bilingual Positions (ABC Tool, OLLP) OCHRO - OL
Determining the Linguistic Profile of Bilingual positions - Technical or Special OCHRO - OL
Distribution Lists and Publications Management System CSS
Essential Services System OCHRO - CLR
Evaluation Web Tool EMS
Executive Talent Management System OCHRO - GPP
Federal Identity Program (Registry of Applied Titles, Production Tool kit) SCMA
Financial Coding Manual CSS
Financial Signing Authority CSS
GEDS -- Update500 CSS
Government On-line Portfolio Catalogue EMS
Grants & Contributions Reform CSS
Grievance Tracking System -Classification OCHRO - CLR
Horizontal Initiatives Database EMS
Hydrae Local Exchange(HyLX) EMS
InfoBase EMS
In-House Courses/ On-Line Training Registration HRD
Interchange Canada - Assignment Opportunities OCHRO
Interchange Canada - Liaison Officer Module OCHRO
Interchange Canada - Resumes OCHRO
Inventory of Government of Canada Organizations GOS
Library of Audit Recruitment Activities (formerly ACRDS) OCG
LoginPopUp CSS - IMTD
MakeFiles SCMA
Management Accountability Framework Assessment System 2.0 P&P
Management Accountability Framework Assessment Tool (OLD) P&P
Official Language Management Dashboard OCHRO - OL
Official Languages Burolis - Directory of Offices and Facilities OCHRO - OL
Official Languages Regulations Management System (OLRMS) Live OCHRO - OL
PCIS (Position and Classification Information System) Query Tool OCHRO - GPP
People Information Management Automated Request Tracker OCHRO - GPP
Personal Information Banks Registration Database CIOB-IPPD
Personnel Management Information System (Data) OCHRO - GPP
Planning and Performance Gateway EMS
Policy Suite (part of the TBS web site) and the Policy Management Database SCMA
Position Classification Information System Plus OCHRO - CLR
Position Exclusion System OCHRO - CLR
Position Reclassification Data Capture (or PRDC or Reclass) OCHRO - CLR
Proactive Disclosure - Contracts - Reporting CSS
Proactive Disclosure – Grants & Contributions (TBS)  - Reporting CSS
Proactive Disclosure - Travel & Hospitality Expenses - Reporting CSS
Public Service Employee Survey 2011/14 OCHRO
Public Service Management Dashboard OCHRO
Public Service Performance Management OCHRO - GPP
Record Keeping Assessment Tool CIOB
Regulatory Data Management System RAS
Regulatory Submissions Tracking System SCMA
Stationary & Printed Forms CSS
Strategic Outcomes Web Tool EMS
Strike Reporting OCHRO - CLR
TB Submission Review System CIOB-ITPROD
TB Submission Tracking System CIOB
TBS Application Portal CSS
TBS Contact Network SCMA
TBS InfoSite SCMA
TBS InfoSite eCalendar SCMA
TBS Intranet SCMA
TBS Online Auction SCMA
TBS Talks SCMA
TBS Web Site SCMA
Telephone Directory CSS
Translation Tracking System CSS
Visitor Registration CSS
Web Content Management System SCMA
Web Replicator CSS
What’s New SCMA

Appendix E: References

Legislation

Government of Canada Policies

Government of Canada Directives

Tools/Initiatives

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