Parks Canada Agency: Open Government Implementation Plan

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    Open Government - Government of Canada. (2016, September 6). Open Government Implementation Plan: Parks Canada Agency. Retrieved from http://open.canada.ca/en/content/open-government-implementation-plan-parks-canada-agency
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    “Open Government Implementation Plan: Parks Canada Agency.” Open Government - Government of Canada, 6 September 2016, http://open.canada.ca/en/content/open-government-implementation-plan-parks-canada-agency
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Table of Contents

1. Executive Summary

This document describes Parks Canada’s plan to implement the Directive on Open Government (OG) in order to better engage citizens in the protection and presentation of places that represent Canada’s natural and cultural heritage. This plan is based on a Treasury Board Secretariat (TBS) template, and has been adapted to ensure that Parks Canada Open Government initiatives are cost-effective, sustainable, and meet the objectives of both the Parks Canada Agency (PCA) and the Directive on Open Government.

Parks Canada has the following Mandate:

“On behalf of the people of Canada, we protect and present nationally significant examples of Canada's natural and cultural heritage, and foster public understanding, appreciation and enjoyment in ways that ensure the ecological and commemorative integrity of these places for present and future generations.”

By 2020, an “Open Parks Canada” will produce the following outcomes:

  • Greater transparency that improves understanding of Parks Canada decisions;
  • Value-added analyses that improve the quality of science available to help protect and understand Parks Canada places;
  • Advances in ecological sciences, cultural sciences, and society’s understanding of history;
  • Value-added products that improve understanding and trip-preparation of visitors to PCA places. More informed visitors have experiences that are safer, more enjoyable, and have less impact on natural and cultural resources;

All of the above outcomes will result in more informed public discourse on the challenges and opportunities facing Parks Canada.

Along with the above benefits, implementing Open Government in Parks Canada presents two risks to the Agency. This plan provides mitigations that will reduce both of these risks to acceptable levels:

Risk # 1: Complying with the OG Directive could divert resources away from the core mandate of Parks Canada.

Mitigations to address this risk include seeking additional funding for OG activities, and integration of OG objectives into all Information Management activities. This will make OG activities time-efficient and routine.

Risk # 2: Publishing inappropriate data or information compromises security, privacy, or other Agency responsibilities (e.g. the protection of sensitive ecological or cultural resources).

Mitigations include ensuring that policies are clear, and that approval procedures, tools, and training are adequate.

Parks Canada’s Open Government program will achieve the following milestones by the year 2020:

Year 1 ( – ):
  • Open Government Implementation Plan (OGIP)
Year 2 ( – ):
  • Determine Funding Sources and Establish Governance and Reporting Frameworks
  • Consultations with PCA Managers, PCA Scientists, and External Science Community
  • Publication of Fast-Track Data & Information Footnote 1 Begins
Year 3 ( – ):
  • Fast-Track Data and Information are Published and Managed
Year 4 ( – ):
  • Publication and Managing of Eligible High-to-Medium Priority Information Begins
  • Access Restrictions on Eligible Data & Info Resources of Enduring Value (sent to Library and Archives Canada) are Removed
Year 5 ( – ):
  • Publication of High-to-Medium Priority Information is Complete
  • Publication of Medium-to-Low Priority nformation Begins

Implementing Parks Canada’s Open Government Implementation Plan (OGIP) will require the following resources (figures are in thousands of dollars). Note that sources of funding have yet to be determined.

2016-17 2017-18 2018-19 2019-20 Ongoing
$345.0 $465.0 $465.0 $365.0 $265.0

The next steps are to confirm funding and put the resources in place (hire staff, issue contracts, etc), and establish governance and reporting frameworks.

2. Approvals

Signatures on this page indicate approval in principle of this plan and commitment to seek funding for the resources for its successful implementation.

Original signed by,

Daniel Watson
Chief Executive Officer
Parks Canada Agency

 

Date

 

Original signed by,

Jane Pearse
Chief Administrative Officer
Parks Canada Agency

 

Date

 

Original signed by,

Greg Thompson
Chief Information Officer (Information Management Senior Official)
Parks Canada Agency

 

Date

 

3. Purpose

This document describes the Parks Canada Agency (PCA)’s plan to complete activities and deliverables in order to achieve full compliance with the Directive on Open Government.

“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 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 between citizens and their government.

This document is based on the Treasury Board Secretariat Open Government Implementation Plan Template (TBS Template). Parks Canada has adapted the TBS Template to ensure that the Agency’s Open Government Initiatives are sustainable, cost-effective, and well suited to the Agency. Annex A explains how the objectives in this document align with those set out in the TBS Template. Annex B verifies that Parks Canada’s performance monitoring measures will meet the TBS requirement to consistently assess progress across the Federal Government.

4. Context

4.1 Parks Canada’s Mandate, Vision and Responsibilities.

4.1.1 Mandate

On behalf of the people of Canada, Parks Canada protects and presents nationally significant examples of Canada’s natural and cultural heritage, and fosters public understanding, appreciation and enjoyment in ways that ensure the ecological and commemorative integrity of these places for present and future generations.

4.1.2 Vision

The Vision for Parks Canada is that Canada’s treasured natural and historic places will be a living legacy, connecting hearts and minds to a stronger, deeper understanding of the very essence of Canada.

4.1.3 Responsibilities

In order to fulfill its mandate and vision, Parks Canada manages:

The Agency also supports the designation, protection, and enjoyment of:

Today, Parks Canada welcomes more than 20 million people annually to the heritage places it administers.

Parks Canada also supports intergovernmental initiatives such as:

As an Agency included in Schedule II of the Financial Administration Act, Parks Canada participates in most intergovernmental initiatives that are coordinated through the Treasury Board Secretariat (TBS) of Canada, including the Directive on Open Government.

Parks Canada has approximately 4300 employees geographically distributed in over 300 locations across Canada. For more details on the work of Parks Canada, please see the Agency’s Report on Plans and Priorities (RPP).

5. Desired Outcomes, Challenges, and Opportunities of an “Open Parks Canada”

Open Government represents a shift in the way government departments and agencies make data and information available to the public. It takes the approach of “Open by default”, meaning that data and information will be made available to the public unless there exists a reason not to do so.

5.1 Desired Outcomes

Table 1 (below) illustrates some of the ways that “Opening” Parks Canada can contribute to progress on its mandate, vision, and responsibilities.

Table 1: The Relationship between Open Government Expected Results and Desired Outcomes for Parks Canada
Expected Results (OG Directive) Examples of Desired Outcomes for Parks Canada
1. Increased Accountability

Increased accountability and transparency of how Parks Canada places are managed should result in:

  • Improved understanding by the public of Parks Canada decisions;
  • More informed public discourse on the challenges and opportunities facing Parks Canada.
2. Facilitate Value-Added Analyses

Enabling others to analyze PCA data and information is expected to result in:

  • Peer reviews that improve the quality and credibility of Parks Canada science;
  • Analyses of data and information by third parties that informs public discussions of complex issues facing Parks Canada;
  • Stakeholder feedback that improves Agency performance;
  • Advances in ecological, cultural, and social sciences;
  • Lowered risks to public safety through advice that helps PCA improve safety programs.
  • Improved and nuanced understanding of the history of Parks Canada places and their management.
3. Drive socio-economic benefits through re-use of data and information.

Third party value-added services that reuse PCA data and information will likely:

  • Educate people about PCA places and increase visitation.
  • Improve visitor preparation and understanding prior to a visit resulting in experiences that are:
    • safer,
    • more enjoyable,
    • have less ecological impact.
  • Engage youth, urban audiences, and new Canadians in Parks Canada places, services, and issues;
  • Inform public discussion about large scale issues that affect PCA places and the way they are managed.
    • Climate change,
    • Responsibilities to Aboriginal groups,
    • Trans-boundary ecological issues,
    • The historic context of PCA places;
  • Increase opportunities for PCA to partner with stakeholders.
4. Support meaningful engagement between citizens and their government.

Citizens who have greater access to PCA data and information can be expected to:

  • Be more informed participants in PCA consultation exercises;
  • Have higher levels of interest in Parks Canada places, management challenges, and opportunities.

5.2 Risks, Challenges, and Opportunities

Implementing Open Government in Parks Canada involves two risks to the Agency. With mitigations, both risks can be reduced to acceptable levels:

Risk # 1: Achieving compliance with the OG Directive diverts a significant amount of resources away from the Mandate of Parks Canada.

  • Impacts:
    • Loss of ecological and cultural integrity of Parks Canada places;
    • Reduced levels of public safety and quality of visitor experience;
    • Reduced levels of visitation.
  • Mitigation Strategy:
    • Pursue additional funding to implement this plan;
    • Ensure that procedures, tools, and skills enable employees to incorporate Open Government objectives in their work with little additional effort.

Risk # 2: Publishing inappropriate data or information compromises security, privacy, or other Agency responsibilities (e.g. the protection of sensitive ecological or cultural resources).

  • Impacts:
    • Compromised security, privacy, intellectual property rights;
    • Loss of ecological and cultural integrity of Parks Canada places (e.g. publication of precise locations of sensitive ecological or cultural resources);
    • Damage to the reputations of individuals or organizations and resulting legal liability (e.g. publication of draft documents containing unverified facts);
  • Mitigation Strategy:
    • Ensure that efficient quality control and approval procedures are in place before data and information are published;
    • Ensure that managers possess sufficient skills and knowledge before they are able to publish data or information;
    • Ensure that procedures and tools exist to quickly recover from errors (e.g. ability to delete or replace an inappropriate document);

In addition to the above risks, implementing Open Government at Parks Canada will involve several challenges:

Table 2: Expected Challenges to Implementing Open Government at Parks Canada, and Approaches that will be Used to Overcome them.
Challenges: Agency Approaches / Opportunities:
Legacy Information Management practices at Parks Canada make it difficult to publicly post and maintain data and information.
  • Parks Canada is undertaking several initiatives to update its Information Management practices. These include the development of Record Keeping Action Plans, the adoption of an Electronic Document Record Management System, and a collaboration environment.
  • Open Government objectives will be inserted into the implementation plans of all Information Management initiatives, including purchase and development of information systems.
PCA publication protocols and how they relate to Open Government are unclear.
  • Clarify definitions, protocols, and standards including:
    • Bilingualism requirements
    • Open & reusable file formats
    • Approval processes
  • Include these protocols in mandatory Information Management training programs.
If the public cannot easily find and use PCA data and information, the benefits of OG to Parks Canada would not be realized.
  • Design, develop, and maintain public-facing tools and documentation that will enable citizens to find and use PCA Open Data and Information;
  • Ensure that PCA documents can be found by other OG portals and Internet search engines.
  • Incorporate Parks Canada’s Open Government Strategy into the Agency’s web and communications strategies.

6. Requirements, Scope, Deliverables, Governance Structure & Decision Process

6.1 Requirements

The Directive on Open Government applies to government information of business value required to support the delivery of programs and services as of . It has six requirements:

  1. Maximize the release of structured data and information under an open and unrestricted license. This includes the following, subject to valid exceptions such as ownership, security, privacy, and confidentiality:

    At Minimum:

    • All structured data resources of business value as of ;
    • All mandatory reporting documents (e.g. reports to Parliament, proactive disclosure reports);
    • All documents posted online or planned for publication via departmental web sites or print (e.g. educational videos, event photos, organizational charts).
  2. Ensure the data and information are released in accessible and reusable formats via GoC websites.
  3. Establish comprehensive inventories of data and information to determine their eligibility, priority, and plan for release.
  4. Post annual updates of the Open Government Implementation Plan on a designated website.
  5. Maximize the removal of access restrictions for information that is transferred to Library and Archives Canada (LAC).
  6. Ensure that the above Open Government requirements are integrated into any new information systems.

6.2 Scope

The success of Open Government in Parks Canada hinges, in part, on the ability of PCA managers to understand which data and information fall within the scope of the initiative.

In addition to helping PCA employees meet OG requirements, a clear definition of scope will ensure that expectations are realistic and that costs associated with the OG program are (1) tied to benefits, and (2) minimize the amount of PCA resources that will be diverted away from mandate-related activities.

The following aspects fall within the scope of PCA’s Open Government Initiative:

  1. Changes to Agency policies, business practices, and tools that will enable the Open Government at Parks Canada;
  2. A running inventory of all structured datasets in Parks Canada;
  3. Publication and maintenance of all eligible data sets that were of business value as of ;
  4. Running inventories of all information, and the publication, and maintenance of the following information resources that were of business value as of :
    • Mandatory Reporting Documents (e.g. reports to Parliament);
    • Documents that have been published digitally or in print;
    • Qualifying documents that pertain to extractive activities, resource harvesting, and development in National Parks;
    • Qualifying documents pertaining to contracting activities of Parks Canada;
    • Qualifying documents pertaining to Parks Canada budgets and expenditures (level of detail to be determined);
    • Additional information deemed by Parks Canada to be appropriate for publication;
  5. Bilingualism of all public-facing inventories, tools, and user-documentation that support Parks Canada’s Open Government Initiative

The following aspects fall outside the scope of PCA’s Open Government Initiative:

  1. Bilingualism of OG data, and on-request translation of posted data and information. (Specifics to be determined);
  2. Information or structured data that was no longer of business value as of ;
  3. Publication of data or information that is subject to privacy, confidentiality, and security considerations. (Note, however, that such resources may appear on publicly viewable inventories. Specifics to be determined);
  4. Publication of data or information that would be reasonably likely to:
    • compromise the protection of ecological integrity (e.g. precise locations of sensitive ecological resources),
    • compromise the protection of cultural resources (e.g. precise locations of sensitive cultural sites or artifacts),
    • compromise PCA obligations to Aboriginal Groups (e.g. some forms of traditional knowledge);
  5. Transitory data or information.
  6. Publication of information and data not described above as being in-scope where the costs of preparing and publishing would exceed the likely benefit to Parks Canada or to Canadians.

The above scope-definition provides a reasonable approach to realizing the benefits of Open Government without diverting a significant amount of resources away from the Parks Canada Mandate.

6.3 Milestones and Deliverables

The following table describes the sequence and timing of milestones and program deliverables of Parks Canada’s Open Government Initiative. Once all milestones have been achieved, Parks Canada will have a sustainable OG program that maximizes public access to information and data subject to privacy, confidentiality, and security considerations.

Table 3: Overview of Milestones, Deliverables and Schedule
Milestones and Deliverables – Work-Breakdown Structure (WBS) Month of Completion

Table 1 Notes

Table 1 Note 1

“Fast-Track Data and Information” are those that can be easily shared and would have immediate benefit to Parks Canada.

Return to table 1 note 1 referrer

Table 1 Note 2

“Tools” includes public-facing tools to help the public find, interpret, and use Open Parks Canada data and/or information.

Return to table 1 note 2 referrer
Year 1 ( – ):
1.1 Open Government Implementation Plan (OGIP)
Year 2 ( – ):
2.1 OGIP Funded and Staffed, Governance, & Performance Framework Established
2.2 Methodology to Post and Manage Fast-Track See table 1 note 1 Data & Information Aug 2016
2.3 Posting of Fast-Track Data & Information Begins
2.4 Communication & Consultations with PCA Managers, PCA Scientists, and the Scientific Community
2.5 Methodology & Tools to Establish and Maintain an Inventory of Data
2.6 Incorporation of OG Objectives into Information Management Activities (e.g. new systems)
2.6 Updated OGIP Posted to TBS website
Year 3 ( – ):
3.1 Fast-Track Data and Information are Posted and Managed
3.2 Completed Inventory of Data
3.3 Methodology & Tools See table 1 note 2 to Post, Find, Monitor, and Maintain Eligible Data
3.4 Begin Posting the Remainder of Eligible Data
3.5 Methodology and Tools to Maximize the Removal of Access Restrictions on Data & Info Resources of Enduring Value (those that will be sent to Library and Archives Canada)
3.6 Methodology and Tools to Establish and Maintain an Information Inventory
3.7 Updated OGIP is Posted to TBS Website
Year 4 ( – ):
4.1 Removal of Access Restrictions on Eligible Data & Info Resources of Enduring Value Begins
4.2 Methodology & Tools See table 1 note 2 to Post, Find, Monitor, and Maintain Eligible Information
4.2 Completed Information Inventory
4.3 Eligible Data are Posted
4.4 Posting and Managing of High-to-Medium Priority Information begins
4.6 Access Restrictions on Eligible Data & Info Resources of Enduring Value are Removed
4.5 Updated OGIP is Posted to TBS Website
4.6 Existing OG Content and Procedures Continue to be Managed Ongoing
Year 5 ( – ):
5.1 Publication of High-to-Medium Priority Information is Complete
5.2 Publication of Medium-to-Low Priority Information Begins (extent to be determined)
5.3 Updated OGIP is Posted to the TBS Website
5.4 Existing OG Content and Procedures Continue to be Managed Ongoing

6.4 Required Resources

The following table describes additional resources required to implement a sustainable Open Government program at Parks Canada. All figures are in thousands of dollars. Note that sources of funding have yet to be determined.

Requirement 2016-17 2017-18 2018-19 2019-20 Ongoing
OG Coordinator (0.5 FTE) + Analyst (0.5 FTE) + G&S Funds $ 195.0 $ 195.0 $ 195.0 $ 195.0 $ 195.0
Consultation & Engagement $ 100.0 $ 20.0 $ 20.0 $ 20.0 $ 20.0
Professional Services (Analyses, Software & Customization) $ 50.0 $ 250.0 $ 250.0 $ 150.0 $ 50.0
Total: $ 345.0 $ 465.0 $ 465.0 $ 365.0 $ 265.0

6.5 Governance Structure & Decision Process

The following outlines the roles and responsibilities required to ensure that Open Government in Parks Canada is effective, efficient, and sustainable:

Chief Executive Officer (CEO):

  • Approval of the OGIP;
  • Ensuring the OGIP is funded and staffed, and that governance & performance frameworks are established;
  • Engagement and commitment by all PCA staff members to Open Government obligations;
  • Insertion of OG work requirements into Mandate Letters for all PCA Executives;
  • Ensuring that funding required for OGIP activities is in place;
  • Taking corrective measures as required.

Executive Management Committee (EMC):

  • Engagement and commitment of individual directorates to Open Government obligations;
  • Taking corrective measures within individual directorates when alerted to performance or compliance issues.

Chief Administrative Officer:

  • Signatory to the OGIP;
  • Liaison between CIO and other VP-Level Executives when required;
  • Champion the Open Government Implementation Program at EMC.

Chief Information Officer (Agency Information Management Senior Official):

  • Overseeing the implementation and monitoring of the Directive on Open Government in Parks Canada;
  • Signatory to the OGIP;
  • Working with key stakeholders to ensure the implementation of the directive;
  • Bringing to the CEO’s attention any significant difficulties, gaps in performance, or compliance issues, and developing proposals to address them;
  • Ensuring that corrective actions are taken to address instances of non-compliance;
  • Reporting any performance or compliance issues to the Chief Information Officer Branch of the Treasury Board of Canada Secretariat.
  • Ensure the incorporation of OG objectives into Information Management Activities (e.g. new systems).

Enterprise Information Committee (EIC):

  • Review PCA Open Government plans and provide feedback to ensure they are appropriate for the Agency’s structure, culture, and other priorities;
  • Monitor progress towards OG goals and provide advice on corrective actions and recommendations to the CEO or EMC.

Parks Canada Open Government Coordinator (New Position beginning May 2016 pending funding):

  • Completion of all Milestones and Deliverables described in Table # 3;
  • Direct engagement and liaison with stakeholders;
  • Management of program resources;
  • Integration of deliverables with Agency systems, programs, and operations;
  • Implementation of the Communication Plan and answer questions related to OG in PCA;
  • Assembly of reports on OGIP progress and OG performance measures;
  • Alerts to the CIO of performance or compliance issues.

Parks Canada Open Government Analyst (New Position beginning pending funding):

  • Verification that all deliverables function as intended;
  • Liaison with technical service providers;
  • Integration of deliverables with the Agency technical environment (network, applications, etc.);
  • Coordination of Technical Support for OG tools;
  • Completion of performance monitoring activities and reporting results to the OG Coordinator.

Parks Canada Executive (PCX) Community:

  • Business ownership of data and information managed by their employees;
  • Engagement and commitment of employees to the Open Government Paradigm;
  • Achievements of Milestones 3.1, 4.3, 5.1, 5.2, and 5.4 within their Management Units;
  • Taking corrective actions within their Management Units on advice of the CIO or direction of CEO.

Access to Information and Privacy Coordinators:

  • Review OG Plans developed in Milestone # 1 to ensure they integrate with Agency obligations related to Access to Information and Privacy obligations.
  • Suggest opportunities for OG policies and tools to:
    • reduce the number of ATIP requests (because the sought-after data and information is easily found); and
    • improve efficiency and effectiveness of Agency responses to ATIP requests;
  • Provide support to PCA managers in understanding responsibilities related to Open Government, Access to Information, and Privacy.

6.6 Communication, Awareness, and Engagement

A full Communications Plan will be articulated in Deliverable 2.4 (Communication & Consultations with PCA Managers, PCA Scientists, and the Scientific Community) in .

7. Next Steps

  • Post the Parks Canada OGIP (this document) to the TBS-designated website;
  • Review of OGIP by TBS and revisions by Parks Canada;
  • Communicate the OGIP to PCA executives and managers;
  • Fund and staff OGIP and establish governance and reporting frameworks (Deliverable 2.1)
  • Begin communication and consultation preparations for Deliverable 2.4

8. Contact Information

For more information about this OGIP, please contact the following:

Greg Thompson
Chief Information Officer
Parks Canada
CIO_DPI@pc.gc.ca,

Brock Fraser
A/ Manager of Information Integration
Parks Canada,
PC.GO-OG.PC@pc.gc.ca

Annex A: Directive Requirement Checklist (TBS Planning Table)

The following table aligns the Treasury Board Secretariat List of Mandatory Deliverables to Parks Canada OGIP deliverables. The table can be used as a checklist to verify that Directive requirements and mandatory deliverables are covered by Parks Canada’s OGIP. This table follows a format specified by TBS.

Reference Compliance Requirement TBS Mandatory Deliverables / Milestones Parks Canada OGIP Deliverables / Milestones (Described in Table # 3) Lead Start Date End Date Resources Status
DOG 6.1 Maximizing the release of Government of Canada open data (structured data) and open information (unstructured documents and multi-media assets) under an open and unrestrictive license designated by the Treasury Board of Canada Secretariat Institution’s Data Release Plan 3.3 Methodology & Tools to Post, Find, Monitor, and Maintain Eligible Data
(The methodology will include a Data Release Plan)		 OG Coordinator OG Coordinator (Unfunded), OG Analyst (Unfunded), Contractors (Unfunded) Not Started
Institution’s Information Release Plan 4.2 Methodology & Tools to Post, Find, Monitor, and Maintain Eligible Information
(The methodology will include an Information Release Plan)		 OG Coordinator OG Coordinator (Unfunded), OG Analyst (Unfunded), Contractors (Unfunded) 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 the Treasury Board of Canada Secretariat. Listing of accessible and reusable formats to be used at [institution] 3.3 Methodology & Tools to Post, Find, Monitor, and Maintain Eligible Data OG Coordinator OG Coordinator (Unfunded), OG Analyst (Unfunded), Contractors (Unfunded) Not Started
4.2 Methodology & Tools to Post, Find, Monitor, and Maintain Eligible Information
(Both methodologies will include accessible and reusable formats)
Conversion protocol(s) for data identified for release whose native format is not accessible and reusable 3.3 Methodology & Tools to Post, Find, Monitor, and Maintain Eligible Data
(The methodology will include conversion protocols.)		 OG Coordinator OG Coordinator (Unfunded), OG Analyst (Unfunded), Contractors (Unfunded) Not Started
Conversion protocol(s) for information identified for release whose native format is not accessible and reusable 4.2 Methodology & Tools to Post, Find, Monitor, and Maintain Eligible Information
(The methodology will include conversion protocols.)		 OG Coordinator OG Coordinator (Unfunded), OG Analyst (Unfunded), Contractors (Unfunded) Not Started
Release process to support the publication of [institution’s] data 3.3 Methodology & Tools to Post, Find, Monitor, and Maintain Eligible Data
(The methodology will include release processes)		 OG Coordinator OG Coordinator (Unfunded), OG Analyst (Unfunded), Contractors (Unfunded) Not Started
Release process to support the publication of [institution’s] information 4.2 Methodology & Tools to Post, Monitor, and Maintain Eligible Information
(The methodology will include release processes)		 OG Coordinator OG Coordinator (Unfunded), OG Analyst (Unfunded), Contractors (Unfunded) 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 2.5 Methodology & Tools to Establish and Maintain an Inventory of Data OG Coordinator OG Coordinator (Unfunded), OG Analyst (Unfunded), Contractors (Unfunded) Not Started
Methodology for establishing information inventory 3.6 Methodology and Tools to Establish and Maintain an Information Inventory OG Coordinator OG Coordinator (Unfunded), OG Analyst (Unfunded), Contractors (Unfunded) Not Started
Data inventory (detailed, itemized list(s) that describe the volume, scope and complexity of the data held by [institution]) 3.2 Completed Inventory of Data
(The inventory will meet TBS specifications)		 OG Coordinator OG Coordinator (Unfunded), OG Analyst (Unfunded), PCA Staff (Funded) Not Started
Information inventory (detailed, itemized list(s) that describe the volume, scope and complexity of the information held by [institution] 4.2 Completed Information Inventory
(The inventory will meet TBS specifications)		 OG Coordinator OG Coordinator (Unfunded), OG Analyst (Unfunded), PCA Staff (Funded) Not Started
Renewal protocol(s) to maintain the currency of [institution’s] data inventory 2.5 Methodology & Tools to Establish and Maintain an Inventory of Data
(The methodology will include renewal protocols)		 OG Coordinator OG Coordinator (Unfunded), OG Analyst (Unfunded), Contractors (Unfunded) Not Started
Renewal protocol(s) to maintain the currency of [institution’s] information inventory 3.6 Methodology and Tools to Establish and Maintain an Information Inventory
(The methodology will include renewal protocols)		 OG Coordinator OG Coordinator (Unfunded), OG Analyst (Unfunded), Contractors (Unfunded) Not Started
Assets included in the data inventory are evaluated to determine their eligibility and priority for release 3.2 Completed Inventory of Data
(The data inventory will include evaluation of eligibility.)
(PCA is investigating the possibility of tagging datasets with metadata that describes eligibility).		 OG Coordinator OG Coordinator (Unfunded), OG Analyst (Unfunded), PCA Staff (Funded) Not Started
Assets included in the information inventory are evaluated to determine their eligibility and priority for release 4.2 Completed Information Inventory
(The information inventory will include evaluation of eligibility.)
(PCA is investigating the possibility of tagging information with metadata that describes eligibility).		 OG Coordinator OG Coordinator (Unfunded), OG Analyst (Unfunded), PCA Staff (Funded) 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 activities within [institution’s] OGIP 2.1 OGIP Funded and Staffed, Governance, & Performance Framework Established CEO Information Integration Manager (funded), OG Coordinator (Unfunded), OG Analyst (Unfunded) In Progress
[Institution’s] Open Government Implementation Plan (OGIP) 1.1 Open Government Implementation Plan (OGIP) CIO Information Integration Manager (funded) Completed
Signatures in Section 2 (approvals) of [Institution’s] OGIP 1.1 Open Government Implementation Plan (OGIP) CIO CIO (funded) Completed
[Institution’s] OGIP is staffed and funded 2.1 OGIP Funded and Staffed, Governance, & Performance Framework Established CEO Information Integration Manager (funded), OG Coordinator (Unfunded), OG Analyst (Unfunded) In Progress
Monitor and reporting processes for assessing progress and maintaining the currency of [Institution’s] OGIP 2.1 OGIP Funded and Staffed, Governance, & Performance Framework Established CEO Information Integration Manager (funded), OG Coordinator (Unfunded), OG Analyst (Unfunded) In Progress
[Institution’s] first annual update to OGIP 2.6 Updated OGIP Posted to TBS website OG Coordinator OG Coordinator (Unfunded), OG Analyst (Unfunded) Not Started
[Institution’s] second annual update to OGIP 3.7 Updated OGIP is Posted to TBS Website OG Coordinator OG Coordinator (Unfunded), OG Analyst (Unfunded) Not Started
[Institution’s] third annual update to OGIP 4.5 Updated OGIP is Posted to TBS Website OG Coordinator OG Coordinator (Unfunded), OG Analyst (Unfunded) Not Started
[Institution’s] fourth annual update to OGIP 5.3 Updated OGIP is Posted to the TBS Website OG Coordinator OG Coordinator (Unfunded), OG Analyst (Unfunded) 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 information resources of enduring value (IREV) prior to their transfer to LAC 3.5 Methodology and Tools to Maximize the Removal of Access Restrictions on Data & Info Resources of Enduring Value OG Coordinator OG Coordinator (Unfunded), OG Analyst (Unfunded), Contractors (Unfunded) Not Started
Methodology for the removal of access restrictions from information resources of enduring value (IREV) prior to their transfer to LAC is integrated into [Institution’s] disposition plans and procedures 4.6 Access Restrictions on Eligible Data & Info Resources of Enduring Value are Removed.
(This deliverable includes the integration of methodology into disposition plans and activities).		 OG Coordinator OG Coordinator (Unfunded), OG Analyst (Unfunded), IM Manager (Funded), IM Team (Funded) 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 oversee the implementation of open government requirements in any new plans for procuring, developing or modernizing departmental information, applications, systems or solutions. 2.1 OGIP Funded and Staffed, Governance, & Performance Framework Established
(Governance structures include insertion of OG requirements to CIO governance structures)		 CIO Information Integration Manager (funded),
OG Coordinator (Unfunded),
OG Analyst (Unfunded)		 In Progress
Open government requirements are integrated into [Institution’s] procurement process(es) for application, systems and solutions. 2.6 Incorporation of OG Objectives into Information Management Activities (e.g. New Systems)
(Includes procurement of apps, systems, and solutions)		 CIO Information Integration Manager (funded), OG Coordinator (Unfunded), OG Analyst (Unfunded) In Progress
Open government requirements are integrated into [Institution’s] development process(es) for application, systems and solutions. 2.6 Incorporation of OG Objectives into Information Management Activities (e.g. New Systems)
(Includes development activities)		 CIO Information Integration Manager (funded), OG Coordinator (Unfunded), OG Analyst (Unfunded) In Progress
Open government requirements are integrated into [Institution’s] modernizing process(es) for application, systems and solutions. 2.6 Incorporation of OG Objectives into Information Management Activities (e.g. New Systems)
(Includes modernization activities)		 CIO Information Integration Manager (funded), OG Coordinator (Unfunded), OG Analyst (Unfunded) In Progress
DOG 7.1 Departmental information management senior officials, as designated by the deputy heads, are responsible for overseeing the implementation and monitoring of this directive in their department A performance framework will be established to monitor [Institution’s] progress against the activities and deliverables (milestones) in the OGIP 2.1 OGIP Funded and Staffed, Governance, & Performance Framework Established
(The performance framework will measure progress towards OGIP deliverables)		 CEO Information Integration Manager (funded), OG Coordinator (Unfunded), OG Analyst (Unfunded) In Progress
Progress against the activities in the OGIP is regularly reported to the governance structures in place to oversee the implementation 2.1 OGIP Funded and Staffed, Governance, & Performance Framework Established
(Governance and Performance frameworks will be coordinated to measure progress against OGIP activities, identify problems, and take corrective action).		 CEO Information Integration Manager (funded), OG Coordinator (Unfunded), OG Analyst (Unfunded), PCA Staff (Funded) Not Started
OG Coordinator Ongoing
A performance framework is established to monitor [Institution’s] ongoing compliance to the requirements of the Directive 2.1 OGIP Funded and Staffed, Governance, & Performance Framework Established
(Governance and Performance frameworks will be coordinated to measure compliance to the Directive).		 CEO Information Integration Manager (funded), OG Coordinator (Unfunded), OG Analyst (Unfunded) In Progress
Process to ensure significant difficulties, gaps in performance or compliance issues are reported to Deputy Head 2.1 OGIP Funded and Staffed, Governance, & Performance Framework Established
(Governance and Performance frameworks will be coordinated to measure progress against OGIP activities, identify problems, and take corrective action).		 CEO Information Integration Manager (funded), OG Coordinator (Unfunded), OG Analyst (Unfunded) In Progress
APOG C1 Open Science: 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. N/A 2.4 Communication & Consultations with PCA Managers, PCA Scientists, and the Scientific Community OG Coordinator OG Coordinator (Unfunded), OG Analyst (Unfunded), PCA Staff (Funded) Not Started
3.1 Fast-Track Data and Information are Posted and Managed OG Coordinator
4.3 Eligible Data are Posted OG Coordinator
5.1 Publication of High-to-Medium Priority Information is Complete
(Encouraging collaboration with the scientific community, the private sector, and the public will be a factor in the prioritization)		 OG Coordinator
5.2 Publication of Medium-to-Low Priority Information Begins (extent to be determined) OG Coordinator Ongoing
APOG C2 Mandatory Reporting on Extractives:
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		 N/A In-Scope Item # 4:
  • “Qualifying documents that pertain to extractive activities and resource harvesting in National Parks”
 OG Coordinator (Unfunded), OG Analyst (Unfunded), PCA Staff (Funded) Not Started
4.3 Eligible Data are Posted OG Coordinator
5.1 Publication of High-to-Medium Priority Information is Complete
(Increasing transparency of extractive / development activities of National Parks will be a factor in the prioritization process).		 OG Coordinator
APOG C3 Open Contracting:
The Government of Canada will coordinate single-window access to a broad range of open contracting information from across federal departments		 N/A In-Scope Item # 4:
  • “Qualifying documents pertaining to contracting activities of Parks Canada”
5.1 Publication of High-to-Medium Priority Information is Complete
(Increasing transparency of PCA contracting activities will be a factor in the prioritization process.)
(Methodologies will address requirement for a government-wide “single-window” of contracting information.)		 OG Coordinator OG Coordinator (Unfunded), OG Analyst (Unfunded), PCA Staff (Funded) Not Started
APOG C4 Open Information on Budgets and Expenditures:
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.		 N/A In-Scope Item # 4:
  • “Qualifying documents pertaining to Parks Canada budgets and expenditures (level of detail to be determined)”
 OG Coordinator (Unfunded), OG Analyst (Unfunded), PCA Staff (Funded) Not Started
4.3 Eligible Data are Posted OG Coordinator
5.1 Publication of High-to-Medium Priority Information is Complete
(Increasing transparency of PCA budgets and expenditures will be a factor in the prioritization process.)		 OG Coordinator
APOG C5 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. N/A 3.3 Methodology & Tools See table 2 footnote * to Post, Find, Monitor, and Maintain Eligible Data OG Coordinator OG Coordinator (Unfunded), OG Analyst (Unfunded), Contractors (Unfunded) Not Started
4.2 Methodology & Tools See table 2 footnote * to Post, Find, Monitor, and Maintain Eligible Information
(PCA will balance the requirement for interoperability and consistency of government-wide end-user tools with the requirements to address Agency-specific requirements.)		 OG Coordinator
APOG C6 Open Information Core Commitment
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.		 N/A (All activities described in the OGIP will help Parks Canada contribute to the Government of Canada’s effort to meet this Core Commitment). CEO Ongoing Not appl. In Progress

Table 2 Notes

Table 2 Note 1

“Tools” includes public-facing tools to help the Public find, interpret, and use Open Parks Canada Data and/or information.

Return to table 2 note * referrer

Annex B: Performance Measures

The following table contains a list of mandatory performance measures. They are consistent across all departments, and will allow TBS to verify government-wide progress toward OG goals and milestones. See Annex 1 for an explanation of how PCA OG milestones and deliverables relate to mandatory TBS milestones and deliverables. Note: Year 1 ran from (the Directive’s effective date) to . Year 2 began and will end . Year 3 runs from to . Year 4 spans to . Year 5 is 18 months long and runs from to .

Implementation Planning

Deliverable Measure 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 The department’s or agency’s Open Government Implementation Plan (OGIP) is developed. Year 1 Yes TBD TBD TBD TBD
The department’s or agency’s Open Government Implementation Plan (OGIP) is approved by the Deputy Head (DH). Year 1 Yes TBD TBD TBD TBD
The department’s or agency’s Open Government Implementation Plan (OGIP) is posted to the website designated by the Treasury Board Secretariat (TBS). Year 1 Yes TBD TBD TBD TBD
The department’s or agency’s Open Government Implementation Plan (OGIP) is updated for Year 2. Year 2 N/A TBD TBD TBD TBD
The department’s or agency’s Year 2 update of the Open Government Implementation Plan (OGIP) is posted to the website designated by the Treasury Board Secretariat (TBS). Year 2 N/A TBD TBD TBD TBD
The department’s or agency’s Open Government Implementation Plan (OGIP) is updated for Year 3. Year 3 N/A N/A TBD TBD TBD
The department’s or agency’s Year 3 update of the Open Government Implementation Plan (OGIP) is posted to the website designated by the Treasury Board Secretariat (TBS). Year 3 N/A N/A TBD TBD TBD
The department’s or agency’s Open Government Implementation Plan (OGIP) is updated for Year 4. Year 4 N/A N/A N/A TBD TBD
The department’s or agency’s Year 4 update of the Open Government Implementation Plan (OGIP) is posted to the website designated by the Treasury Board Secretariat (TBS). Year 4 N/A N/A N/A TBD TBD
The department’s or agency’s Open Government Implementation Plan (OGIP) is updated for Year 5. Year 5 N/A N/A N/A N/A TBD
The department’s or agency’s Year 5 update of the Open Government Implementation Plan (OGIP) is posted to the website designated by the Treasury Board Secretariat (TBS). Year 5 N/A N/A N/A N/A TBD
The department’s or agency’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. Year 5 N/A N/A N/A N/A TBD

Data and Information Inventories

Parks Canada will report on the status of inventories. Beginning in Year 2, the Agency will report both the cumulative total (T) for measures relating to inventories, data sets, and information assets, and the number of data sets and information assets added (+) since the end of the previous year, and subtracted (-) since the end of the previous year. These details will help speak to the maintenance and continued growth of inventories, as well as disposition activities.

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. Yes Year 2 N/A Yes / No Yes / No Yes / No Yes / No
The department or agency’s data inventory is established. Yes Year 3 N/A N/A Yes / No Yes / No Yes / No
The department or agency’s renewal protocol(s) for maintaining the currency of the data inventory is complete. Yes Year 2 N/A Yes / No Yes / No Yes / No Yes / No
N/A T + - T + - T + - T + -
# of data sets in the inventory N/A TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD
# of data sets analyzed to determine their eligibility and priority for release N/A TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD
# of data sets deemed eligible for release N/A TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD
# of data sets submitted to Treasury Board Secretariat (TBS) for release N/A TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD
DOG 6.3
Information Inventory		 The department or agency’s methodology for establishing an information inventory is complete. Yes Year 3 N/A N/A Yes / No Yes / No Yes / No
The department or agency’s information inventory is established. Yes Year 4 N/A N/A N/A Yes / No Yes / No
The department or agency’s renewal process(es) for maintaining the currency of the information inventory is complete. Yes Year 3 N/A Yes / No Yes / No Yes / No Yes / No
N/A T + - T + - T + - T + -
# of electronic information assets in the inventory N/A TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD
# of electronic information assets analyzed to determine their eligibility and priority for release N/A TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD
# of electronic information assets deemed eligible for release N/A TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD
# of electronic information assets submitted to Treasury Board Secretariat (TBS) for release N/A TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD

Maximizing the Removal of Access Restrictions

Parks Canada will report on the status of their inventories and on measures relating to the non-electronic and electronic information resources of enduring value transferred to Library and Archives Canada (LAC).

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. Yes Year 3 N/A N/A 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 N/A N/A N/A Yes / No Yes / No
# of non-electronic information resources of enduring value transferred to Library and Archives Canada (LAC) N/A 0 TBD TBD TBD TBD
# 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 0 TBD TBD TBD TBD
# of non-electronic information resources of enduring value whose access restrictions were removed prior to transfer to Library and Archives Canada (LAC) N/A 0 TBD TBD TBD TBD
# of electronic information resources of enduring value transferred to Library and Archives Canada (LAC) N/A 0 TBD TBD TBD TBD
# 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 0 TBD TBD TBD TBD
# of electronic information resources of enduring value whose access restrictions were removed prior to transfer to Library and Archives Canada (LAC) N/A 0 TBD TBD TBD TBD

Note that Parks Canada has not yet acquired Disposition Authority from Library and Archives Canada. This is anticipated to happen in Year 2 or Year 3.

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