Open Government Implementation Plan: Correctional Service Canada

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Table of Contents

1. Executive Summary

Canada has a longstanding commitment to openness and accountability as a cornerstone of a strong, modern democracy.  From the passing of access to information legislation over 30 years ago to current open government and proactive disclosure activities, the Government of Canada has worked to ensure transparency on federal operations to enable Canadians to hold their government accountable.  The commitments included in Canada’s Action Plan on Open Government 2014-16 will further the progress on the delivery of transparent and accountable programs and services focused on the needs of Canadians.

The proactive release of data and information is the starting point for all other open government activity.  Accordingly, the Government of Canada has firmly established an “open by default” position in its mandatory policy framework by issuing the Directive on Open Government.

The Correctional Service of Canada supports the Directive on Open Government and through this implementation plan will advance the Government of Canada Open Government Action Plan Commitment to build an Open Government Foundation and an “open by default” mindset within the organization to facilitate the release of data and information unless subject to valid exceptions.  The plan will be implemented under the direction of Correctional Service Canada (CSC)’s Chief Information Officer (CIO), serving as the department’s Information Management Senior Officer (IMSO).  The plan will be published on the Open Government Portal and updated annually.

The implementation plan will enable CSC to be compliant with the directive as required by 2020 and support the advancement of the digitalization of business processes, leverage existing data holdings and develop a “digital by default” mindset.  The plan will facilitate the development of a strong data governance infrastructure.  It will leverage the work completed to identify information records of business value (IRBV) and support CSC in managing its electronic information resources throughout their life cycle.

CSC supports the Open Government obligations under Canada’s Action Plan on Open Government 2014-16.  This plan focuses on building a strong open government foundation focused on compliance with the Open Government Directive.  CSC will work with the leads at Treasury Board Secretariat to advance the Open Information commitments for Open Contracting and Open Information on Budgets and Expenditures, and are not included in this plan.

The deliverables and activities that will be required to foster and promote an “open by default” mindset within CSC will be achieved by leveraging existing committees and working groups.  Integration of activities into the existing framework will enable CSC to achieve the long-term objectives to support Open Government on an on-going basis.

2. Approvals

Robert Trottier
Director of Information Management
Information Management Services
Correctional Service Canada

 

Date

Dung-Chi Tran
Information Management Senior Official
Chief Information Officer
Information Management Services
Correctional Service Canada

 

Date

Anne Kelly
Senior Deputy Commissioner
Correctional Service Canada

 

Date

Don Head
Commissioner
Correctional Service Canada

 

Date

3. Purpose

This document describesCorrectional Service of Canada’s (CSC) plan to complete activities and deliverables aligned to the requirements of the Directive on Open Government, in order to achieve full compliance by the implementation deadline.

The objective of the Directive is to maximize the release of government information and data of business value to support transparency, accountability, citizen engagement, and socio-economic benefits through reuse, subject to applicable restrictions associated with privacy, confidentiality, and security.  (Directive on Open Government, Section 5.1)

The expected results of the Directive on Open Government (Section 5.2) are that Canadians are able to find and use Government of Canada information and data:

  • to support accountability;
  • to facilitate value-added analysis;
  • to drive socio-economic benefits through reuse; and,
  • to support meaningful engagement with their government.

The CSC plan focuses on the activities and deliverables aligned with its obligations for compliance with the Directive on Open Government to build a strong open government foundation identified in Canada’s Action Plan on Open Government 2014-16.  CSC will work with the leads at Treasury Board Secretariat to advance the Open Information commitments for Open Contracting and Open Information on Budgets and Expenditures.  Implementation of these two commitments are not included in this plan.  In support of commitment for Open Contracting, in , Treasury Board Secretariat (TBS) proposed the migration of the Disclosure of Contracting Data on the Open Government Portal (Open.Canada.ca) by all departments.  CSC’s Contracting and Materiel Services within the Comptroller’s Branch provided input in to Treasury Board on the draft specifications.  CSC will continue to work with TBS once the specifications are finalized and an implementation timeline is set.

Figure 1 – Illustrates Canada’s Action Plan Open Government Commitments 2014-2016
Figure 1 - Text version

Circle 1 (in the middle): Open Government Directive

Circle 2 (around circle 1) divided in 3 sections: Open Info, Open Dialogue and Open Data.

Open Info:

  • Open Science
  • Mandatory Reporting on Extractives
  • Open Contracting (PWGSC co-leads with TBS)
  • Open Information on Budgets and Expenditures
  • Digital Literacy
  • Open Information Core Commitment

Open Data:

  • Open Data Canada
  • Canadian Open Data Exchange
  • Open Data for Development
  • Open Data Core Commitment

Open Dialogue:

  • Consulting Canadians

Circle 3 (around circle 2): Availability of Information, New technologies, Citizen Participation and Professional Integrity.

4. Context

The Correctional Service of Canada (CSC) is an agency within the Public Safety Portfolio responsible for administering court-imposed sentences of two years or more for adult offenders, and supervising offenders on different forms of conditional release in the community.  CSC also administers post-sentence supervision of offenders with Long Term Supervision Orders for up to 10 years.  The Corrections and Conditional Release Act (CCRA) and related regulations provide both CSC’s legislative mandate and the basis for its Mission.Footnote 1

Our Mission

The Correctional Service of Canada (CSC), as part of the criminal justice system and respecting the rule of law, contributes to public safety by actively encouraging and assisting offenders to become law-abiding citizens, while exercising reasonable, safe, secure and humane control.

CSC is led by a Commissioner who is responsible for managing CSC’s business and operations.  The Commissioner reports to the Minister of Public Safety and Emergency Preparedness and is responsible for three levels of management: National, Regional, and Local (Institutions/District Parole Offices).  The Commissioner is supported by an Executive Committee of national and regional members who meet on a regular basis.Footnote 2

The Commissioner and the Executive Committee are supported by a large, decentralized workforce of more than 18,000 staff.  CSC staff work to ensure that institutions operate in a secure and safe manner and that offenders are properly supervised.  CSC’s workforce is diverse to reflect the diversity of the Canadian population:   47.9% of CSC staff are women, 8.9% are from visible minority groups, 5.3% are persons with disabilities and 9.5% are Aboriginal peoples.Footnote 3

To support the operation of its many facilities, 85% of staff works in institutions or in communities, with 43% of staff in the Correctional Officer category and 15% in the Welfare Programs group that includes the Parole and Program Officers.  CSC also employs nurses, psychologists, trades people, human resources advisors, financial advisors and others to sustain the Service’s offices and institutions.Footnote 4

CSC is responsible for 22,958 offenders, 15,043 of whom were in federal custody and 7,915 who were supervised in the communityFootnote 5.  Offenders are managed and supervised by staff working in facilities and offices across the country that includes:

  • 43 institutions (including 4 Aboriginal healing lodges) (comprised of 6 maximum security, 9 medium security, 5 minimum security, 12 multi level security, 11 clustered institutions)
  • 92 parole offices and sub-parole offices, and
  • 15 community correctional centres

Technological Environment

The CSC’s technological environment is supported internally by the Information Management Services (IMS) Branch, led by the Chief Information Officer.  The primary purpose of the Information Management Services (IMS) is to support Correctional Service of Canada’s (CSC) contribution to public safety by implementing, managing, maintaining and supporting the organization’s information resources that are critical to the delivery of programs, interventions and services that ultimately assist offenders to become law-abiding and contributing members of society.

The Information Management Services (IMS) Branch is responsible for:

  • Supporting the information technology needs of approximately 18,000 CSC and 500 PBC staff, with >80% located at operational field sites;
  • Providing support for approximately 20,000 computer workstations used by staff, by offenders for program-related activities and for operational technology purposes (note that 50% of IT support is attributed to offender-related technology and operational technology);
  • Providing support for approximately 1,300 videoconferencing units used by staff, offenders and the public for virtual business meetings, court appearances, video visitation, parole board hearings and telemedicine;
  • Developing, implementing and/or maintaining 123 business applications including 11 that are deemed to be mission critical;
  • Providing IT security policy oversight, training, guidance, management advice and investigation services;
  • Providing secure information exchange with approximately 3,800 external users in 785 external sites (provinces, territories, police services and community-based organizations);
  • Ensuring all aspects related to the establishment and management of CSC corporate information in accordance with federal government IM policy;
  • Ensuring the management of both paper and electronic records for CSC;
  • Defining the information management and information technology vision and investment strategy to ensure alignment with Government of Canada and CSC/PBC business goals; and
  • Providing liaison with Shared Services Canada (SSC), supporting certain SSC responsibilities at field locations, as well as the integration of the services that SSC provide (currently network and server infrastructure, and data centres).

Open Government Challenges and Opportunities

The implementation of the Directive on Open Government establishes an “open by default” culture for all data and information resources of business value.  This initiative allows for opportunities for innovation and challenges.

The CSC, as part of the Public Safety portfolio, is of great interest to many Canadians, including students and researchers.  The ability to release data and information will allow for a better understanding of the services provided by the department to change lives and protect Canadians.

A key challenge for an organization such as the Correctional Service of Canada will be to identify which data and information resources of business value can be released given that a vast amount of the data and information resources include information that may be used to maintain the security of our facilities, protect staff and offenders and includes extensive personal information.  In the past two years, CSC has published offender profile data to support the Open Government CODE events.  Through the Open Government Implementation Plan, CSC will continue to identify data for release on the Open Government Portal.

5. Outcomes

The implementation of the Directive on Open Government will assist in positioning CSC for digitalization in support of transitioning to on-line services.  CSC has worked diligently to identify, document and validate information records of business value.  The Open Government Implementation Plan will leverage this work and enable the introduction of initiatives that will increase the visibility of our data and information assets that may lead to innovative solutions to existing business problems.

The expectations of Canadians for increased access to, and the proactive release of, federal data and information will require government departments and agencies to make their information resources that are eligible for release to be more easily discoverable.  The process of creating inventories of our data and information assets and reviewing the format of these assets may lead to an opportunity to increase access internally as well.  The increased awareness of these assets will assist in streamlining business processes and procedures to increase effectiveness of our program delivery and support the Government of Canada Red Tape Reduction Plan.

Complying with the Directive on Open Government will reinforce that information is viewed as the cornerstone of a democratic, effective and accountable government; therefore, information must be well managed throughout its life cycle, allowing for an effective and responsive government.  The expectation is that with compliance to the Directive on Open Government, CSC will have better governance and management of information and data assets.

6. Governance Structures and Decision Processes

The following sub-sections describe the governance structures and decision processes that support open government and how those responsibilities are delegated and fulfilled within CSC.

Figure 2 – Governance Structure
Figure 2 - Text version

Director of Information Management

  • Manages the IM Program for CSC
  • Leads implementation of Open Government

Chief Information Officer

  • Fulfills the role of Information Management Senior Official
  • Oversees compliance with the Directive on Open Government

Senior Deputy Commissioner

  • Provides oversight on the implementation of specific Service-wide initiatives and files directly assigned by the Commissioner, including Information Management Services.

IMTAB

  • Information Management and Technology Advisory Board
  • Sub-committee of the CSC Executive Committee (EXCOM) that oversees IM/IT initiatives.

Commissioner

  • Deputy Head 
  • Approves the Open Government Implementation Plan

6.1 Roles and Responsibilities – Deputy Head and Information Management Senior Official

The governance of CSC’s Open Government Implementation Plan (OGIP) is informed by the responsibilities identified for the Information Management Senior Official, Dung-Chi Tran (Chief Information Officer), and the Deputy Head, Don Head (Commissioner) in sections 6 (Requirements), 7 (Monitoring and Reporting Requirements), and 8 (Consequences) of the Directive on Open Government.

Roles

Responsibilities

Deputy Head

  • Engagement and commitment to Open Government obligations;
  • Approves the OGIP;
  • Taking corrective measure for non-compliance with the requirements of the Directive on Open Government.

Information Management Senior Official

  • Oversee the creation, approval, publication and maintenance of the OGIP for CSC
  • Oversee compliance with the Directive on Open Government as per section 7 (Monitoring and Reporting Requirements)

6.2 Roles and Responsibilities – Key Stakeholders

Stakeholder

Open Government (OG) Responsibilities

Director of Information Management

OG Coordination and Performance Management:

  • acts as a central point of contact (internal/external) for OG planning and reporting;
  • delivers, manages and annually updates the department’s OGIP;
  • works to mobilize the department in achieving OGIP milestones (e.g., establishing consensus on objectives/deliverables; activity planning);
  • tracks and reports on the progress and status of the OGIP, OG deliverables and published datasets and information.

Publishing and Portal Administration:

  • manages the release of datasets and information to CSC’s IMSO for publication;
  • ensures datasets and information released are from an authoritative source and include all supporting information stipulated by TBS;
  • manages and oversees the publishing of CSC’s datasets and information holdings so they are registered in the Open Government portal (open.canada.ca).

Information Management Services

IT Security

IT Security may be consulted by business owners for advice and guidance when they are determining if the datasets and information meet IT security requirements.

Application Services

Provided technical support and guidance in the management of data assets.

Enterprise Architecture

  • Develop technology directions to meet the changing business needs.
  • Provide support to the organization to ensure that information architecture supports the release of data and information assets.

Policy – Performance Management

  • Provides guidance, leadership and support through internal resources and by leveraging the CSC Data Governance Working Group to provide leadership for:

Standards management and communication:

This function facilitates CSC’s work to comply with TBS OG policy and standards through mechanisms such as:

  • departmental datasets and information release processes and checklists;
  • provision of OG compliance awareness, education, guidance and communication;
  • leads the development of OG guidelines, templates, processes and methodologies.

OG Quality Assurance:

  • strives to achieve the highest quality rating for all CSC’s published datasets;
  • provides a quality assurance function ensuring datasets and information are meaningful and consistent and adhere to CSC standards and guidelines and the TBS OG directive, standards and guidelines.

Communications and Engagement

  • Provides guidance, leadership and support through internal resources and by leveraging the Internal Communication Advisory Committee (ICAC) to:
    • Support the development of the Communication Strategy to communicate, engage and provide awareness to staff in support of the Open Government Implementation Plan.
    • Identify criteria for release of data and information assets
    • Provide oversight for the release and publication of data and information assets.

Corporate Services

  • CSC Lead for Open Contracting
  • CSC Lead for Open Information on Budgets and Expenditures

All Sectors

Sectors are recognized as the business owner for their program-related datasets and information.

Business owners are responsible for:

  • identifying and creating the data inventory and the  information inventory, maintaining and supporting them once published; 
  • providing necessary resources to make datasets and information available to the public and identifying if/when datasets and information fall under specific criteria for exception;
  • communicating their datasets and information through various internal and external communication channels; and
  • answering comments/questions from the public on datasets as per departmental Guidelines for responding to comments.

Information Management and Technology Advisory Board (IMTAB)

  • Provides strategic advice and recommendations on the subjects of Information Management and Information Technology.

6.3 Communication, Awareness, and Engagement

The successful implementation of Open Government within the Correctional Service of Canada will be dependent on the commitment of all staff.  In order to engage staff and enable them to fulfill their responsibilities, a Communication Strategy that includes communication, awareness and engagement activities will be paramount.  During the first year, key stakeholders will be engaged in specific activities to identify data resources.  In addition to these activities, a Communication Strategy will be developed to gain support from senior management and all levels of the organization. 

Communication, awareness and engagement activities that will support the execution of the OGIP will include:

  • awareness of ownership and responsibilities for data and information which leverages the work completed by all staff to identify information records of business value (IRBV) and assist in the IRBV maintenance activities;
  • collaborate with other IM projects to raise awareness and identify linkages (ETI, GCDOCS);
  • use the newly developed role of the Information Management Advisor (IMA) within each Sector and Region to provide support and disseminate key messages;
  • use the new interactive Let’s Talk Express to engage staff and raise awareness.

Committees and Working Groups already established that have linkages to Open Government deliverables will be leveraged to ensure that all stakeholders within the organization are engaged in meeting the commitments of the implementation plan:

  • Data Governance Working Group
  • Information Management and Technology Advisory Board (IMTAB)
  • Internal Communication Advisory Committee (ICAC)
  • Internet Renewal Working Group
  • Project Review Committee
  • Project Architecture Review Committee
  • Architecture Working Group

7. Planning Tables

The deliverables and activities to support CSC’s Open Government Implementation Plan (OGIP) are identified in Planning Table A - Directive on Open Government Requirements.  The plan will be posted to the Open Data Portal and updated annually as part of the implementation activities, with the goal of full compliance by .  The Treasury Board of Canada Secretariat will review this directive and its effectiveness at the five-year mark from the effective date of the directive.

The implementation of this plan will promote a mind-set of “open by default” and strive to maximize the open and proactive release of data, subject to privacy, security and/or confidentiality restrictions. 

The Open Government Directive was effective as of .  For planning purposes, the following are the dates that correspond with the planning table:

  • Year 1 is from to
  •  Year 2 is from to
  •  Year 3 is from to
  •  Year 4 is from to
  •  Year 5 is from to .

Key Deliverables:

  • Year 1:  CSC will develop its Open Government Implementation Plan, publish it on the website designated by TBS, define the methodology for establishing the data inventory.  Determine methodology for establishing a data inventory.
  • Year 2:  Consult with Access to Information and Privacy (ATIP) to receive guidance on access restrictions in terms of information to be released.  CSC will complete the data inventory and determine the data sets that are deemed eligible for release on the open.canada.ca.  Document CSC’s Data Release Plan.  Publish the first annual update of the OGIP on the website designated by TBS.
  • Year 3:  Continued publishing of data sets deemed eligible for release.  Publish the second annual update of the OGIP on the website designated by TBS.
  • Year 4:  Complete the publication of the data sets deemed eligible for release.  Document CSC’s Information Release plan.  Publish the third annual update on the OGIP on the website designated by TBS.
  • Year 5:  Complete the publication of the data sets deemed eligible for release.  Publish the fourth annual update on the OGIP on the website designated by TBS.   Establish methodologies to ensure that comprehensive data and information inventories are maintained.

Planning

Table A: Directive on Open Government Requirements

Reference

Compliance Requirement

Deliverables / Milestones

Lead

Activities

Start Date

End Date

Resources
(Human and Financial)

Status

DOG 6.1

Maximizing the release of Government of Canada data and information under an open and unrestrictive license designated by TBS

CSC’s Data Release Plan

Director of Information Management

  • Identify the documented processes and amalgamate into the comprehensive data release plan document
  • Consult with stakeholders to ensure the data release plan is comprehensive
  • Publish the data release plan

Year 1

Year 2

Senior Manager, IM Policy & Strategy

In Progress

CSC’s Information Release plan

Director of Information Management

  • Identify the documented processes and amalgamate into the comprehensive information release plan document
  • Consult with stakeholders to ensure the information release plan is comprehensive
  • Publish the information release plan

Year 3

Year 4

Senior Manager, IM Policy & Strategy

Not Started

DOG 6.2

Ensuring that open data and open information is released in accessible and reusable formats via Government of Canada websites and services designated by TBS

Listing of accessible and reusable formats (for data and information) to be used at CSC

Director of Information Management

  • Consult with TBS to confirm the format and document for dissemination within CSC

Year 2

Year 4

Information Management Services Directors

Senior Manager, IM Policy & Strategy

Not Started

Conversion processes for data identified for release whose native format is not accessible and reusable

Director of Information Management

  • Collaborate with IT stakeholders to document and disseminate the process

Year 2

Year 3

Information Management Services Directors

Senior Manager, IM Policy & Strategy

Not Started

Conversion processes for information identified for release whose native format is not accessible and reusable

 
  • Collaborate with IT stakeholders to document and disseminate the process

Year 3

Year 4

Information Management Services Directors

Senior Manager, IM Policy & Strategy

Not Started

Release process to support the publication of CSC’s data

  • Collaborate with stakeholders to identify and document the process to release data

Year 2

Year 2

Information Management Services Directors

Senior Manager, IM Policy & Strategy

Not Started

Release process to support the publication CSC’s information

  • Collaborate with stakeholders to identify and document the process to release information

Year 3

Year 4

Information Management Services Directors

Senior Manager, IM Policy & Strategy

Not Started

DOG 6.3

Establishing and maintaining comprehensive inventories of data and information resources of business value held by the department to determine their eligibility and priority, and to plan for their effective release

Methodology for establishing a data inventory

Senior Manager, IM Policy & Strategy

  • Collaborate with policy and application services to establish a methodology for the data inventory

Year 1

Year 1

Policy – Performance Management

IMS – Application Services

Completed

Methodology for establishing an information inventory

Senior Manager, IM Policy & Strategy

  • Collaborate with stakeholders to establish a methodology for the information inventory

Year 3

Year 4

Policy – Performance Management

Manager, IM Solutions

IMS – Application Services

Not Started

Data inventory (detailed, itemized list(s) that describe the volume, scope and complexity of the data held by CSC

Director of Information Management

  • Collaborate with data owners to apply methodology and create listing

Year 2

Year 2

Senior Manager, IM Policy & Strategy

Policy – Performance Management

IMS – Application Services

CSC Data Governance Working Group

All data owners

Not Started

Information inventory (detailed, itemized list(s) that describe the volume, scope and complexity of the information held by CSC

Director of Information Management

  • Collaborate with information owners to apply methodology and create listing

Year 3

Year 4

Senior Manager, IM Policy & Strategy

Policy – Performance Management

IMS – Application Services

CSC Data Governance Working Group

All data owners

Not Started

Renewal processes to maintain the currency of CSC’s data inventory

Director of Information Management

  • Create a process to ensure that the data inventory is kept up to date to include new data and remove data that has met disposition criteria
  • Document and update the data release plan

Year 2

Year 3

Senior Manager, IM Policy & Strategy

Policy – Performance Management

IMS – Application Services

CSC Data Governance Working Group

All data owners

Not Started

Renewal processes to maintain the currency of CSC’s information inventory

Director of Information Management

  • Create a process to ensure that the information inventory is kept up to date to include new information and remove information that has met disposition criteria
  • Document and update the information release plan

Year 3

Year 4

Senior Manager, IM Policy & Strategy

Policy – Performance Management

IMS – Application Services

CSC Data Governance Working Group

All information owners

Not Started

Assets included in the data inventory are evaluated to determine their eligibility and priority for release

Director of Information Management

  • Create a checklist to determine the eligibility for release
  • Work with the data owners to apply the checklist to their data assets
  • Establish criteria to prioritize data for release
  • Include the checklist and the criteria to prioritize in the data release plan

Year 2

Year 3

Senior Manager, IM Policy & Strategy

Policy – Performance Management

IMS – Application Services

CSC Data Governance Working Group

All data owners

Not Started

Assets included in the information inventory are evaluated to determine their eligibility and priority for release

Director of Information Management

  • Create a checklist to determine the eligibility for release
  • Work with the information owners to apply the checklist to their information assets
  • Establish criteria to prioritize information for release
  • Include the checklist and the criteria to prioritize in the information release plan

Year 3

Year 4

Senior Manager, IM Policy & Strategy

Policy – Performance Management

IMS – Application Services

CSC Data Governance Working Group

Communications & Engagement

All information owners

Not Started

DOG 6.4

Developing, posting to the designated website, implementing, and annually updating a departmental Open Government Implementation Plan (OGIP)

Governance structures are in place to oversee the implementation of CSC’s OGIP

IMSO

  • Collaborate with key stakeholders to establish governance structure (i.e. data governance)
  • Leverage existing senior advisory committee for the oversight of OGIP

Year 1

Year 2

Director of Information Management

Senior Manager, IM Policy & Strategy

In Progress

CSC’s Open Government Implementation Plan (OGIP)

Director of Information Management

  • Creation of CSC’s initial OGIP

Year 1

Year 1

Senior Manager, IM Policy & Strategy

In Progress

Signatures in section 2 (Approvals) of CSC’s OGIP

IMSO

  • Obtain commissioner’s approval and signature

Year 1

Year 1

Director of Information Management

In Progress

CSC’s OGIP is staffed and funded

IMSO

  • Identify CSC’s open government coordinator(completed)
  • Assign internal resources to the core team to develop and maintain the OGIP (completed)
  • Engage key stakeholders to collaborate on the OGIP initiative
  • Secure resources and funding through horizontal engagement

Year 1

Year 5

IMTAB

Director of Information Management

Senior Manager, IM Policy & Strategy

In Progress

Monitoring and reporting processes  for assessing progress and  maintaining the currency of the CSC’s OGIP

Director of Information Management

  • Establish and document a process to monitor progress and update the OGIP on a regular basis

Year 2

Year 2

Senior Manager, IM Policy & Strategy

Key Stakeholders

Not Started

CSC’s first annual update to the OGIP

Director of Information Management

  • Update the OGIP in consultation with all stakeholders

Year 2

Year 2

Senior Manager, IM Policy & Strategy

Key Stakeholders

Not Started

CSC’s second annual update to the OGIP

Director of Information Management

  • Update the OGIP in consultation with all stakeholders

Year 3

Year 3

Senior Manager, IM Policy & Strategy

Key Stakeholders

Not Started

CSC’s third annual update to the OGIP

Director of Information Management

  • Update the OGIP in consultation with all stakeholders

Year 4

Year 4

Senior Manager, IM Policy & Strategy

Key Stakeholders

Not Started

CSC’s fourth annual update to the OGIP

Director of Information Management

  • Update the OGIP in consultation with all stakeholders

Year 5

Year 5

Senior Manager, IM Policy & Strategy

Key Stakeholders

Not Started

DOG 6.5

Maximizing the removal of access restrictions on departmental information resources of enduring value prior to transfer to Library and Archives Canada as part of planned disposition activities

Methodology for the removal of access restrictions from data and information resources of enduring value prior to their transfer to the LAC

Director of Information Management

  • Collaborate with access to information, security and other stakeholders to determine methodology to remove access restriction from data and information resources

Year 2

Year 3

Senior Manager, IM Policy & Strategy

Key Stakeholders

Not Started

Methodology for the removal of access restrictions from data and information resources of enduring value prior to their transfer to the LAC is integrated into CSC’s disposition plans and procedures.

Director of Information Management

  • Collaborate with access to information, security and other stakeholders to determine methodology to remove access restriction from data and information resources

Year 3

Year 4

Senior Manager, IM Policy & Strategy

Key Stakeholders

Not Started

DOG 6.6

Ensuring that open government requirements in sections 6.1 to 6.5 of this directive are integrated in any new plans for procuring, developing, or modernizing departmental information applications, systems, or solutions in support of the delivery of programs and services

Governance structures are in place to ensure that the requirements of the Directive on Open Government are integrated into any new plans for procuring, developing, or modernizing departmental information applications, systems, or solutions

IMSO

  • Collaborate with key stakeholders to identify requirements to ensure proper integration of open government across the department in all planning activities

Year 2

Year 3

IMTAB

Director, Contracting and Materiel Services

Director of Information Management

Not Started

Directive on Open Government requirements are integrated into CSC’s procurement processes for information applications, systems, and solutions

IMSO

  • To have relevant documents and procedures updated to meet the identified requirements
  • Communicate the changes to staff at all levels

Year 3

Year 4

IMTAB

Director of Contracting and Materiel Services

Director of Information Management

Not Started

Directive on Open Government requirements are integrated into CSC’s development processes for information applications, systems, and solutions

IMSO

  • Collaborate with key stakeholders to identify requirements to ensure proper integration of open government across the department in all development activities
  • Update the current system development life cycle (SDLC) to include open government deliverables
  • Communicate the changes to staff at all levels

Year 2

Year 4

Director of Information Management

Senior Manager, IM Policy & Strategy

Key Stakeholders

Not Started

Directive on Open Government requirements are integrated into CSC’s modernizing processes for information applications, systems, and solutions

IMSO

  • Collaborate with key stakeholders to identify requirements to ensure proper integration of open government across the department in all process modernization activities
  • Mandate the use of the system development life cycle (SDLC) for all process modernization initiatives
  • Communicate the changes to staff at all levels

Year 2

Year 4

Director of Information Management

Senior Manager, IM Policy & Strategy

Key Stakeholders

Not Started

DOG 7.1

Departmental information management senior officials, as designated by the deputy heads, are responsible for the following Overseeing the implementation and monitoring of this directive in their department

Performance framework for the monitoring of CSC’s progress against the activities and deliverables / milestones in the OGIP

IMSO

  • Develop a performance framework to monitor progress of  the activities identified in the OGIP by the leads

Year 2

Year 2

Director of Information Management

Senior Manager, IM Policy & Strategy

Policy – Performance Management

Key Stakeholders

Not Started

Progress against the activities and deliverables / milestones in the OGIP is regularly reported to the governance structures in place to oversee the implementation

IMSO

  • Establish a communication plan to inform the IMSO of progress of the OGIP within CSC

Year 2

Year 5

Director of Information Management

Senior Manager, IM Policy & Strategy

Policy – Performance Management

Key Stakeholders

Not Started

Performance framework for the monitoring of CSC’s ongoing compliance to the requirements of the Directive

IMSO

  • Develop performance indicators to monitor integration of Open Government requirements
  • Integrate open government into the corporate reporting system

Year 2

Year 2

Director of Information Management

Senior Manager, IM Policy & Strategy

Policy – Performance Management

Key Stakeholders

Not Started

Process to ensure significant difficulties, gaps in performance, or compliance issues are reported to the Deputy Head (DH)

IMSO

  • Leveraging the information management and technology advisory board to ensure that reporting and compliance issues are reported to the Deputy Head

Year 2

Year 2

Director of Information Management

Senior Manager, IM Policy & Strategy

Policy – Performance Management

Key Stakeholders

Not Started

Performance Measures

Beginning in Year 2 (October 2016), CSC will perform annual updates to the Open Government Implementation Plan (OGIP) by submitting values against pre-defined performance measures.  These measures will gauge CSC’s performance as it relates to three key initiatives:  implementation planning, establishing and maintaining comprehensive inventories of data and information resources of business value, and maximizing the removal of access restrictions on departmental information resources of enduring value prior to transfer to Library and Archives Canada (LAC).  The Treasury Board Secretariat (TBS) will leverage other data gathering activities, where possible, to pre-populate the results of some of the measures.

Table B: Implementation Planning

Deliverable

Measure

Target Status

Target Date

End Year 1 Status

End Year 2 Status

End Year 3 Status

End Year 4 Status

End Year 5 Status

DOG 6.4

Open Government Implementation Plan

CSC’s Open Government Implementation Plan (OGIP) is developed. (Need to meet with ATIP to determine what information to publish and share with the public, need to meet with Murray Macdonald of IMS to talk about the sex offender registry, i.e. show data)

Yes

Year 1

Yes/No

Yes/No

Yes/No

Yes/No

Yes/No

CSC’s Open Government Implementation Plan (OGIP) is approved by the Deputy Head (DH).

Yes

Year 1

Yes/No

Yes/No

Yes/No

Yes/No

Yes/No

CSC’s Open Government Implementation Plan (OGIP) is posted to the website designated by the Treasury Board Secretariat (TBS).

Yes

Year 1

Yes/No

Yes/No

Yes/No

Yes/No

Yes/No

CSC’s Open Government Implementation Plan (OGIP) is updated for Year 2.

Yes

Year 2

N/A

Yes/No

Yes/No

Yes/No

Yes/No

CSC’s Year 2 update of the Open Government Implementation Plan (OGIP) is posted to the website designated by the Treasury Board Secretariat (TBS).

Yes

Year 2

N/A

Yes/No

Yes/No

Yes/No

Yes/No

CSC’s Open Government Implementation Plan (OGIP) is updated for Year 3.

Yes

Year 3

N/A N/A

Yes/No

Yes/No

Yes/No

CSC’s Year 3 update of the Open Government Implementation Plan (OGIP) is posted to the website designated by the Treasury Board Secretariat (TBS).

Yes

Year 3

N/A N/A

Yes/No

Yes/No

Yes/No

CSC’s Open Government Implementation Plan (OGIP) is updated for Year 4.

Yes

Year 4

N/A N/A N/A

Yes/No

Yes/No

CSC’s Year 4 update of the Open Government Implementation Plan (OGIP) is posted to the website designated by the Treasury Board Secretariat (TBS).

Yes

Year 4

N/A N/A N/A

Yes/No

Yes/No

CSC’s Open Government Implementation Plan (OGIP) is updated for Year 5.

Yes

Year 5

N/A N/A N/A N/A

Yes/No

CSC’s Year 5 update of the Open Government Implementation Plan (OGIP) is posted to the website designated by the Treasury Board Secretariat (TBS).

Yes

Year 5

N/A N/A N/A N/A

Yes/No

CSC’s Year 5 update demonstrates that the Open Government Implementation Plan (OGIP) has been fully executed. The department or agency is fully compliant with the Directive on Open Government.

Yes

Year 5

N/A N/A N/A N/A

Yes/No

Table C: Data and Information Inventories

Deliverable

Measure

Target Status

Target Date

End Year 1 Status

End Year 2 Status

End Year 3 Status

End Year 4 Status

End Year 5 Status

DOG 6.3

Data Inventory

The department or agency’s methodology for establishing a data inventory is complete. (Lise Caron to meet with Murray Macdonald and Dan Kunic)

Yes

Year 1

Yes/No

Yes/No

Yes/No

Yes/No

Yes/No

The department or agency’s data inventory is established.

Yes

Year 2

Yes/No

Yes/No

Yes/No

Yes/No

Yes/No

The department or agency’s renewal processes for maintaining currency of the data inventory is complete.

Yes

Year 5

Yes/No

Yes/No

Yes/No

Yes/No

Yes/No

 

T

+

-

T

+

-

T

+

-

T

+

-

# of data sets in the inventory

N/A N/A N/A

#

#

#

#

#

#

#

#

#

#

#

#

# of data sets analyzed to determine their eligibility and priority for release

N/A N/A N/A

#

#

#

#

#

#

#

#

#

#

#

#

# of data sets deemed eligible for release

N/A N/A N/A

#

#

#

#

#

#

#

#

#

#

#

#

# of data sets submitted to Treasury Board Secretariat (TBS) for release

N/A N/A N/A

#

#

#

#

#

#

#

#

#

#

#

#

Information Inventory

The department or agency’s methodology for establishing an information inventory is complete. (Should begin working on this deliverable by the end of Year 2. Data warehouse (Murray Macdonald) and IRBV (Doug Elmore)

Yes

Year 3

Yes/No

Yes/No

Yes/No

Yes/No

Yes/No

The department or agency’s information inventory is established.

Yes

Year 4

Yes/No

Yes/No

Yes/No

Yes/No

Yes/No

The department or agency’s renewal processes for maintaining the currency of the information inventory is complete.

Yes

Year 5

Yes/No

Yes/No

Yes/No

Yes/No

Yes/No

 

T

+

-

T

+

-

T

+

-

T

+

-

# of electronic information assets in the inventory

N/A N/A N/A

#

#

#

#

#

#

#

#

#

#

#

#

# of electronic information assets analyzed to determine their eligibility and priority for release

N/A N/A N/A

#

#

#

#

#

#

#

#

#

#

#

#

# of electronic information assets deemed eligible for release

N/A N/A N/A

#

#

#

#

#

#

#

#

#

#

#

#

# of electronic information assets submitted to Treasury Board Secretariat (TBS) for release

N/A N/A N/A

#

#

#

#

#

#

#

#

#

#

#

#

Table D: Maximizing the Removal of Access Restrictions

Deliverable

Measure

Target Status

Target Date

End Year 1 Status

End Year 2 Status

End Year 3 Status

End Year 4 Status

End Year 5 Status

DOG 6.5

Removing Access Restrictions

The department or agency’s methodology for removing access restrictions from information resources of enduring value (IREV) prior to transfer to Library and Archives Canada (LAC) is complete. (Should begin working on this deliverable by the end of Year 2 – Doug Elmore)

Yes

Year 3

Yes/No

Yes/No

Yes/No

Yes/No

Yes/No

The department or agency is maximizing the removal of access restrictions from information resources of enduring value (IREV) prior to transfer to Library and Archives Canada (LAC).

Yes

Year 4

Yes/No

Yes/No

Yes/No

Yes/No

Yes/No

# of non-electronic information resources of enduring value transferred to Library and Archives Canada (LAC)

N/A N/A

#

#

#

#

#

# of non-electronic information resources of enduring value analyzed to determine if access restrictions can be removed prior to transfer to Library and Archives Canada (LAC)

N/A N/A

#

#

#

#

#

# of non-electronic information resources of enduring value whose access restrictions were removed prior to transfer to Library and Archives Canada (LAC)

N/A N/A

#

#

#

#

#

# of electronic information resources of enduring value transferred to Library and Archives Canada (LAC)

N/A N/A

#

#

#

#

#

# of electronic information resources of enduring value analyzed to determine if access restrictions can be removed prior to transfer to Library and Archives Canada (LAC)

N/A N/A

#

#

#

#

#

# of electronic information resources of enduring value whose access restrictions were removed prior to transfer to Library and Archives Canada (LAC)

N/A N/A

#

#

#

#

#

Annex A – DefinitionsFootnote 6

Access restrictions
Security identification and categorization that ensures that appropriate safeguards are applied to mitigate security risks to the confidentiality, integrity, or availability of information.
Data
Reinterpretable representations of information in a formalized manner suitable for communication, interpretation, or processing.
Inventory
A detailed, itemized list that describes the volume, scope, and complexity of structured or unstructured information resources of the department.
Machine-readable
In a form that can be used and understood by a computer.
Open data
Structured data that is machine-readable, freely shared, used and built on without restrictions.
Open government
A governing culture that holds that the public has the right to access the documents and proceedings of government to allow for greater openness, accountability, and engagement.
Open information
Unstructured information that is freely shared without restrictions.
Release
Make publicly available online in a downloadable format
Structured information
Digital information residing in fixed fields within a repository.
Unstructured information
Digital information that is often created in free-form text using common desktop applications such as e-mail, word-processing, or presentation applications.

Annex B - List of the GC’s 12 Open Government Action Plan Commitments

Open Government Foundation – Open by Default Commitment:

Commitment:  Open Government Directive

Lead: Treasury Board Secretariat

The objective of the TBS Directive on Open Government is to maximize the release of government information and data of business value to support transparency, accountability, citizen engagement and socioeconomic benefits through reuse, subject to applicable restrictions associated with privacy, confidentiality and security and includes the following requirements summarized below:

  • 6.1 Maximize the release of open data and open information
  • 6.2 Publish in an accessible and reusable formats
  • 6.3 Develop and maintain inventories of information and data 
  • 6.4 Publish, implement and maintain an OGIP
  • 6.5 Remove access restrictions on IREVs 
  • 6.6 Incorporate OG requirements into new plans 
  • 7. Monitoring and Reporting

Issued the Directive will be implemented over a five-year period to ensure time for departments to meet the requirements.

Open Data Commitments:

Commitment:  Open Data Canada

Lead: Treasury Board Secretariat

The Government of Canada will work with provinces, territories, and municipalities to break down barriers to integrated, pan-Canadian open data services through the establishment of common principles, standards, licensing across all levels of government.

Commitment:  Open Data Exchange (ODX)

Lead: Federal Economic Development Agency for Southern Ontario

The Government of Canada will establish an open data institute to support collaboration among the private sector, academia, and government to promote the commercialization of open data.

Commitment:  Open Data for Development (OD4D)

Lead: International Development Research Centre

The Government of Canada will work together with developing countries to harness the potential of open data to enhance accountability, create new solutions for delivery of public services, and create new economic opportunities around the world.

Commitment:  Open Data Core Commitment

Lead: Treasury Board Secretariat

The Government of Canada will continue to unlock the potential of open data through a series of innovative and forward-looking projects that drive government-wide progress on open data and prioritize easy access to high-value federal data.

Open Information Commitments:

Commitment:  Open Science

Leads: Environment Canada, Industry Canada

The Government of Canada will maximize access to federally-funded scientific research to encourage greater collaboration and engagement with the scientific community, the private sector, and the public.

Commitment:  Mandatory Reporting on Extractives

Lead: Natural Resources Canada

The Government of Canada will establish reporting standards for Canadian mining, oil, and gas companies, based in legislation; in order to enhance transparency and accountability in natural resource development everywhere Canadian extractive companies operate.

Commitment:  Open Contracting

Leads: Treasury Board of Canada Secretariat, Public Works and Government Services Canada

The Government of Canada will coordinate single-window access to a broad range of open contracting information from across federal departments.

Commitment:  Open Information on Budgets and Expenditures

Lead: Treasury Board Secretariat

The Government of Canada will publish expanded information and data on federal spending to help Canadians understand, and hold government accountable for, the use of public monies.

Commitment:  Digital Literacy

Lead: Employment and Social Development Canada

The Government of Canada will support the development of tools, training resources, and other initiatives to help Canadians acquire the essential skills needed to access, understand, and use digital information and new technologies.

Commitment:  Open Information Core Commitment

Leads: Treasury Board Secretariat, Library and Archives, National Research Council Canada

The Government of Canada will expand the proactive release of information on government activities, programs, policies, and services, making information easier to find, access, and use.

Open Dialogue Commitment:

Commitment:  Open Dialogue Commitment

Leads: Treasury Board Secretariat, Privy Council Office

The Government of Canada will provide direction, tools, and resources to enable federal departments and agencies to consult more broadly with citizens and civil society in support of the development and delivery of government policies and programs.