Canada Border Services Agency: Open Government Implementation Plan

5.1.1 Releasing Data

A vast amount of data is generated by the systems used to deliver the Agency’s various services. As an organization, the desired outcome is that openness is fundamentally evaluated at the start of any new project, assessing open data opportunities at the inception of the data lifecycle. Existing systems should equally be evaluated for openness opportunities. Transparency at this level is not a trivial exercise as many solutions produce and store sensitive data. The openness assessment will have to carefully evaluate the data and consider if it can be released in its natural state or if it needs to be anonymized.

The Agency will consult industry stakeholders for recommendations on the prioritization of dataset releases to maximize competitiveness, economic opportunities and public value.

5.1.2 Releasing Information

The Agency aims to have an integrated approach to Open Information to achieve a state of Open by Default. Much of the success enjoyed by the CBSA in its recordkeeping initiatives is in part due to its early adoption of GCDOCS, the official enterprise document and records management (EDRM) solution of the Government of Canada. The technical completion of the Agency-wide rollout of GCDOCS is on track for March 31^st, 2016. The Open by Default cultural change will leverage GCDOCS as a foundational component to pave the way for the Agency’s strategy of systematically identifying, qualifying, and releasing eligible information for Open Information.

6.2.1 Executive Committee

The mandate of the Executive Committee (EC) is to set the strategic direction and provide ongoing oversight for the management of the Agency and the integrated business planning of the Agency, to ensure that objectives are met, that information is shared and managed across our complex environment and many partners, to determine priorities and resource allocation within a risk management context, and to establish a robust governance process against Management Accountability Framework (MAF) and audit expectations.

6.2.2 Program Policy Committee

The CBSA’s governance model is founded on a streamlined committee structure aimed at enhancing accountability, transparency and inclusiveness for more responsive decision-making. The Executive Committee, chaired by the President, is the management decision-making forum responsible for the overall strategic management and direction of the Agency’s policy, program and corporate responsibilities.

The mandate of the Program Policy Committee (PPC) is to serve as the Agency’s main forum for guidance and consideration of program and policy issues, provide advice to the Agency Executive Committee on the delivery of CBSA policy and program priorities, consider future strategic options and direction for the Agency and ensure management oversight, integration and coordination of key program initiatives as they move forward for implementation. The PPC committee report directly to the agency Executive Committee (EC) chaired by the President.

6.2.3 Data Fusion

In February, 2015, the CBSA established two Agency-wide data-centric governance bodies - the Data Fusion Working Group and the Data Fusion Steering Committee:

• The Data Fusion Working Group (DFWG) is a Director-level working group responsible for leading the development, implementation, and performance management of the CBSA data governance function as well as strategies for business intelligence and advanced analytics. Beginning in 2015-2016, the DFWG will be assuming responsibilities of providing advice and endorsements on Open Government initiatives.
• The Data Fusion Steering Committee (DFSC) is a Director General -level committee responsible for providing direction and oversight of the data governance function and cross-functional oversight with the Agency’s data-centric initiatives. The DFSC can escalate issues or request guidance from the standing Policy and Program Committee (PPC) which reports to the Agency’s Executive Committee. During 2015-2016, the DFSC will be assuming responsibilities of providing direction and approvals on Open Government initiatives.

These two governance bodies will provide much needed senior support. This support will enable the Open Government Coordination Office the ability to provide effective coordination of Open Government strategies and deliverables.

6.2.4 Information Management Initiative Steering Committee (IMISC)

The IMI SC is the senior management forum within the Canada Border Services Agency (Agency) responsible for the overall strategic management and direction of the Agency’s major information management (IM) initiatives as defined by the Information Management Senior Official (IMSO).

6.2.5 Open Government Coordination Office

While Open Government and Open by Default entails a holistic approach and cultural transformation, a centralized and dedicated coordination office was needed to provide education, guidance and direction within the Agency. As a result, the Agency created the Open Government Coordination Office (OGCO) in February, 2014.

The Open Government Coordination Office (OGCO) team required members with solid knowledge of enterprise-wide data and information architectures, business and operational acumens, and a strong understanding and desire for Open Government. Therefore, the CBSA assembled an Open Government Coordination Office (OGCO) within the Enterprise Architecture and Information Management (EAIM) Directorate of the Information, Science and Technology Branch (ISTB), drawing expertise from across the Agency.

6.3.1 Communications Approach

To ensure communications are clear and comprehensible, a phased approach will be used to first increase employee awareness and to secondly promote the need for Open Government.

In the first phase, the Agency will create awareness by delivering general information on the Directive on Open Government and the Open Government Implementation Plan (OGIP), and by highlighting successes and milestones.

In the second phase, the Agency will support ongoing education and awareness; highlighting the successful use of CBSA data in the public sphere; helping to promote events such as CODE; and share examples of how the Agency can equally benefit from implementing Open Government practices. This includes building an Agency-wide interest in exploring new ways the Agency can apply Open Government principles in new and ongoing initiatives.

Ongoing activities will include:

• awareness and education on Agency-wide Open Government activities such as the Open Data and Open Information inventories;
• supporting the cultural shift required for employees to adopt Open Government initiatives into their daily work;
• active participation on open.canada.ca to address public comments on data;
• supporting the development of protocols for responding to public inquiries; and
• participation in the Open Government communication networks such as those on GCPedia and GCConnex.

6.3.2 Collaboration with Other Departments

The Open Government Coordination Office (OGCO) participates in multiple government-wide Open Government working groups including:

• the Treasury Board of Canada Secretariat’s (TBS) Open Government Working Group;
• the TBS’ Open Government Technical Working Group;
• the TBS’ Open Government Directive Implementation Working Group; and
• several of the Treasury Board of Canada Secretariat’s (TBS) sub-working groups on Open Government.

The Open Government Coordination Office (OGCO) provides valuable input into these working groups to support and advance the development of Open Government related policies, guidelines, and tools. In addition, the Open Government Coordination Office (OGCO) has shared several of its Open Government related tools with the Government of Canada working group community.

6.3.3 External Engagement

The CBSA is actively engaging industry stakeholders via multiple forums:

• Air Consultative Committee – Provides CBSA officials and air industry stakeholders with a forum for dialogue on Canada’s airport border operations.
• Border Commercial Consultative Committee – Provides CBSA officials and commercial stakeholders with a forum for dialogue on Canada’s border operations.
• eManifest Stakeholder Partnership Network – Provides a forum for external stakeholders and industry experts to share input and advice on the design and implementation of the eManifest initiative with the CBSA.

6.3.4 Tools in Support of Open Government at the CBSA

As an active supporter of Open Government, the CBSA has developed and is using several tools which help implement the Directive on Open Government. Many of these tools have been openly shared within the GC community in the spirit of collaboration. These tools include:

• Communication products on CBSA Intranet & Wiki
• Presentations to stakeholders
• Open Government Implementation Plan (OGIP)
• Open Data – Architecture Vision
• Open Data Delivery Framework
• Open Data Environmental Scan
• Open Data Organizational Assessment
• Open Data Release Guide (on behalf of TBS and in cooperation with other departments and agencies)
• Open Data Risk Assessment Toolkit
• Dataset Release Prioritization Model
• Interim Dataset Release Process
• Dataset Inventory Template

Year 1 (October 9, 2014 – October 31, 2015)

To support Open Government within the Agency, the CBSA has institutionalized the necessary governance structure and developed supporting processes and methodologies. The CBSA is well positioned, prepared and aligned with the Open Government initiative as it approaches Year 2. As a conclusion to this Open Government year, the Agency conducted several Open Government activities such as:

• developing supporting tools (See 6.3.5 – Tools in Support of Open Government at the CBSA);
• releasing datasets (using structured data found in existing databases)  to proactively contribute to the Open Data Portal; and
• investing in identifying high value datasets for release.

In addition, the CBSA completed the following milestones and deliverables required by Treasury Board of Canada Secretariat (TBS):

• 6.3.1 – Methodology for Establishing a Data Inventory
• 6.4.2 – CBSA’s Open Government Implementation Plan (OGIP) (this document)
• 6.4.3 – Signatures in Section 2 (Approvals) of this Document

Year 2 (November 1, 2015 – October 31, 2016)

The focus of Year 2 is the identification and cataloguing of data for Open Government. The CBSA plans to execute the Agency’s Methodology for Establishing a Data Inventory and produce a detailed inventory of the datasets generated by the Agency’s various services. Along with this data inventory, the Agency will continue to develop the required tools to support the management of the inventory and the publishing of datasets.

In addition, the CBSA will continue to engage its existing governance bodies to:

• explore expanded roles and responsibilities if needed;
• provide them with performance reporting on the Agency’s progress in executing the Open Government Implementation Plan (OGIP) and its compliance with the Directive on Open Government; and
• endorse and support Year 2 activities and deliverables.

Year 3 (November 1, 2016 – October 31, 2017)

The focus for Year 3 will be on executing the Dataset Release Plan. In addition, the Agency will develop a methodology for the information inventory which will start in the following year.  The Agency will also explore how to make required information (unstructured and not found in structured databases) available in machine readable format where possible and approved by the Agency open government governance.

The CBSA’s governance bodies will be engaged to endorse and approve new Open Government policies and protocols for new development projects, modernization projects, and purchases of new products.

The Agency will also propose an investment business case in order to sustain converting the non-structured information into structured data (also called machine readable format).

Year 4 (November 1, 2017 – October 31, 2018)

Focusing on Open Information, the CBSA will conduct its information inventory and the associated Information Release Plan. The Open Government Coordination Office will be integrating into its disposition plans, the Agency’s methodology for the removal of access restrictions on data and information of enduring value.

The CBSA aims to release a significant portion of its eligible datasets by the end of this Open Government year. However, the Agency remains mindful that some datasets reside in legacy systems which might require significant efforts to meet Open Data requirements. The Dataset Release Plan will have outlined datasets in which their feasibility for release is better aligned with modernization projects or new solutions planned for release at a later date.

Year 5 (November 1, 2018 – March 31, 2020)

Implementation activities for this year are focused on the release of Open Information as outlined in the Agency’s Information Release Plan. In addition, publication of datasets will be an ongoing effort which will contribute to Open Government activities for Year 5.

The fifth year is the pinnacle year in the Agency’s goal of achieving a state of Open by Default. The Agency will be looking at all ongoing Open Government deliverables to ensure the full integration of a holistic approach to Open Government. Final performance reporting on the implementation of this Directive will have been submitted to the Agency’s governing bodies and the CBSA will publish its final Open Government Implementation Plan (OGIP) describing how it has met compliance with the Directive on Open Government.

Resources Column Legend

The legend below provides a definition for acronyms or codes that may be used in the Resource Estimates column of the planning table:

IMPORTANT: The resources listed in the planning table below are limited to resources which are required to provide a significant level of effort related to the deliverable. Several other individuals and governance bodies are engaged to help with various deliverables. Their involvement is not listed as part of the resource estimation column. For example, the Data Fusion Steering Committee is approached for a level of the endorsement of the OGIP. This is a finite involvement by the DFSC which is implied by their overarching role in the Agency.