Open Government Implementation Plan: Public Safety 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 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.

Public Safety Canada (PS) was created in 2003 through the amalgamation of the former Department of the Solicitor General, the Office of Critical Infrastructure Protection and Emergency Preparedness (from the Department of National Defence), and Justice Canada’s National Crime Prevention Centre. The intent behind the Department’s creation was improved integration of government safety and security efforts.

PS exercises a broad leadership role that brings coherence to the activities of the departments and agencies responsible for public safety and security. The Department’s leadership role is reflected in its strategic outcome, a safe and resilient Canada, and through the pursuit of the following program activities: National Security, Emergency Management, Law Enforcement, Corrections, Crime Prevention, Border Management and Interoperability. These program activities complement the work done elsewhere in the PS Portfolio. Each Portfolio partner contributes individually and collectively to public safety, and is accountable to the Minister of Public Safety.

The Department has an opportunity, through reaching compliancy with the Directive on Open Government, to maximize the release of its 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. This will, subsequently, respond to Canadians’ expectations for an “open by default” government.

This document serves to outline the activities PS will undertake to meet the requirements stated in section 6 of the Directive on Open Government. It will be updated and posted online on an annual basis.

2. Approvals

Original signed by,

Stéphane Caron
Acting / Information Management Senior Official
Chief Information Directorate / Corporate Management Branch
Public Safety Canada

Signed on .

Date

 

Original signed by,

Mark Perlman
Chief Financial Officer and Assistant Deputy Minister
Corporate Management Branch
Public Safety Canada

Signed on .

Date

 

Original signed by,

François Guimont
Deputy Minister
Public Safety Canada

Signed on .

Date

 

3. Purpose

This document describes Public Safety Canada’s 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.

This document may also describe, if applicable, the institution’s plan to complete activities and deliverables aligned to one or more of the twelve commitments described in Canada’s Action Plan on Open Government 2014-16.

4. Context

Public Safety Canada’s (PS) mandate is to keep Canadians safe from a range of risks such as natural disasters, crime and terrorism.

Our mission is to build a safe and resilient Canada.

We exercise national leadership to ensure the safety and security of Canada and Canadians. We contribute to Canada’s resiliency through the development and implementation of innovative policies and programs and the effective engagement of domestic and international partners.

Our vision is to achieve, through outstanding leadership, a safe and secure Canada and strong and resilient communities.

PS plays a key role in discharging the Government’s fundamental responsibility for the safety and security of its citizens. The Minister of PS is responsible for the Department. Legislation governing the Department sets out two essential roles: (i) support the Minister’s responsibility for all matters, except those assigned to another federal minister, related to public safety and emergency management, including national leadership; and (ii) coordinate the efforts of PS’ Portfolio agencies, as well as provide guidance on their strategic priorities.

The Department provides strategic policy advice and support to the Minister of PS on a range of issues, including: national security, border strategies, countering crime and emergency management. The Department also delivers a number of grant and contribution programs related to emergency management, national security and community safety.

Public Safety Canada’s Structure

Figure 1. Public Safety Canada’s Portfolio
Figure 1. Public Safety Canada’s Portfolio - Text version

From top to bottom:

  • Parliament
  • Minister
  • Parliamentary Secretary
  • In parallel: Agencies, Deputy Minister and Associate Deputy Minister and Review Bodies.

Under Agencies: Canada Border Services Agency (CBSA), Royal Canadian Mounted Police (RCMP), Canadian Security Intelligence Service (CSIS), Correctional Service Canada (CSC) and Parole Board of Canada (PBC).

Under Deputy Minister and Associate Deputy Minister: Public Safety Canada (PS).

Under Review Bodies: Civilian Review and Complaints Commission for the RCMP (CRCC), Office of the Correctional Investigator (OCI) and RCMP External Review Committee (ERC).

PS is organized into five branches: Emergency Management and Programs, Community Safety and Countering Crime, Portfolio Affairs and Communications, National and Cyber Security and Corporate Management. It also has an Internal Audit and Evaluation Directorate, as well as a Legal Services Unit.

Figure 2. Public Safety Canada’s Structure
Figure 2. Public Safety Canada’s Structure - Text version

From top to bottom:

  • Deputy Minister and associate Deputy Minister
  • Branches:
    • Emergency Management and Programs Branch (EMPB),
    • Community Safety and Countering Crime Branch (CSCCB),
    • Portfolio Affairs and Communications Branch (PACB),
    • National and Cyber Security Branch (NCSB) and
    • Corporate Management Branch (CMB).
  • Directorates:
    • Internal Audit and
    • Evaluation and Legal Services.

The Department has a regional presence in all provinces, as well as in the North. PS’ regional offices are a primary contact in the regions to deliver a coordinated federal response to emergencies; facilitate the effective delivery of emergency management, Aboriginal policing and crime prevention programs; and improve partnerships with other levels of government and key regional stakeholders.

Region Population See Table 1 Note *

Table 1 Notes

Table 1 Note 1

Public Safety Canada’s approximate population and regional distribution as of July 2015.

Return to table 1 note * referrer

NL 3
PE 5
NS 23
NB 8
QC 16
QC (NCR) 2
ON 9
ON (NCR) 889
MB 10
SK 7
AB 8
BC 16
NT 2
Abroad 2

Public Safety Canada’s Technical Environment

PS is an information and knowledge-centred organization. The core functions of advice and support to the Minister, Portfolio agencies and other stakeholders are directly dependent on the quality and timeliness of information resources and information tools and technology including networks, software applications, application services and IT security measures. Provision of the best and most relevant information and technology requires on-going collaboration between clients across PS, Shared Services Canada (SSC), and the IT service providers in the Chief Information Office Directorate (CIOD). Footnote 1

In addition to the Directorate’s key role in implementing the Open Government Directive, CIOD is actively involved in many initiatives that involve multiple departments and agencies. This includes, but is not limited to, committees and working groups working on new GC Web Presence policy direction, Common Look and Feel (CLF) standards, SSC’s GCSI (Government of Canada Secret Infrastructure), Email Transformation Initiative (ETI), Social Media and Web 2.0, and Interoperability, etc. Footnote 2

PS is a leader in the field of Interoperability. By promoting and helping with the adoption of data standards, organizations share and have access to information more easily. The Open Data initiative will further advance the Interoperability expertise of PS and contribute to fulfilling its mandate.

Challenges CIOD will experience in completing the implementation of the OGIP are:

  • Allocating sufficient resources (full time employee(s) and funding).
  • Supporting implementation of policy instruments under the Treasury Board of Canada Secretariat’s Framework for Information and Technology by promoting practices which enable the proactive and ongoing release of government information.
    • Determining primary source of information and data: In fulfilling its mandate, the Department works in consultation with other organizations and partners—federal departments and agencies, Provinces and Territories, non-government organizations, the private and non-profit sectors, foreign states, academia and communities.
    • Determining what PS information and data is eligible for release.
    • Implementing triggers for internal review of information and data’s security classification. Potential downgrades to security classification may impact the information and data’s eligibility for release.
    • Synchronizing the lifecycle management of information and data on portal with the Department’s regular disposition activities.
    • Making the information and the data fully searchable and accessible to the public by applying data standards – consistent formats and common data fields (i.e. avoiding PDF).
    • Supporting smart use of technologies that facilitate usability by public, including persons with disabilities.
  • Facilitating culture change.
    • Shifting to “open by default” mindset.
    • Addressing security implications in an organization that deals primarily with the safety and security of Canadians.
    • Addressing concerns of misinterpretations of posted information and datasets, i.e. aggregations, extractions, loss of context, etc. through provision of metadata and contextual descriptions.

5. Outcomes

The implementation of this Open Government Implementation Plan (OGIP) will further enhance the Department’s commitment to broaden access to data and information, ensure transparency and accountability, and strengthen citizen engagement. Meeting the directive’s desired state (i.e. listed objectives, expected outcomes, and requirements) will result in many positive impacts for the Department, the Government of Canada, and Canadians.

Public Safety Canada (PS) has the opportunity to use the Open Government platform as a form of engagement with all levels of government, private and non-profit sectors, academia and civil society to modernize its approach to building a safe and resilient Canada, as well further its priorities, such as:

  1. Advance the Counter-terrorism Strategy by leading domestic efforts to prevent radicalization: In 2015-16, the Department will continue to engage communities to raise awareness and build capacity on issues related to terrorism and countering radicalization.
  2. Modernize the approach to emergency management in Canada to strengthen whole-of-society resilience and improve the government response: The modernization of Canada’s emergency management system will be premised on openness and inclusivity to draw upon expertise and resources from sectors across society; enhancing knowledge and innovation to advance risk reduction and evidence-based decision making; and empowering individuals and communities with the information and tools to better manage the hazards and risks that impact them.
  3. Achieve greater results in community safety by increasing the efficiency and effectiveness of crime prevention, policing and corrections systems: An environment of rising costs and decreasing budgets in the policing and correctional systems have increased pressures on the Government to explore innovative and more cost-effective approaches to improving the overall efficiency and effectiveness of the criminal justice system.

PS has already started to share its information and data online to encourage transparency and oversight of public resources, improve services to the public, and optimize the information and data’s value and reusability:

  1. Proactive Disclosure: By making financial and human resources information readily available on departmental web sites, Canadians and Parliament are better able to hold the Government and public sector officials to account.
  2. Access to Information and Privacy: The modernization of Access to Information (ATI) Services enables Canadians to search completed ATI requests across all federal departments through a single search interface.
  3. Open Dialogue:
    1. Acts and Regulations: A list of all the acts and regulations managed by PS, as well as PS’s forward regulatory plans and information on the Government-wide approach to a more transparent and predictable regulatory system for Canadians and businesses.
    2. Cross-Cultural Roundtable on Security: The Cross-Cultural Roundtable on Security was created to engage Canadians and the Government of Canada in a long-term dialogue on matters related to national security. It focuses on emerging developments in national security matters and their impact on Canada’s diverse and pluralistic society.
  4. Open Data: The Canadian Disaster Database is a publically accessible web-based repository of historical information about natural and man-made disasters that have taken place since 1900 in Canada or abroad that have directly affected Canadians. The database contains information on over 1000 events and can be used to support research, academic activities and decision-making across a breadth of fields including earth sciences, agriculture, climate change, biology and epidemiology, land use planning, insurance, investment, and the anthropological and sociological aspects of community resilience, among many others. The database is available in multiple formats, including KML and GeoRSS, to facilitate its reading by individuals or software applications.
  5. PS Library: The PS Library and Information Centre is a shared resource for the employees of the Public Safety Portfolio. Members of the public are welcome to use the PS Library Catalogue to locate materials relevant to their research, and can contact their local library to arrange for interlibrary loans.
  6. Economics of Policing: PS has been working with provincial, territorial and municipal governments, police services and other stakeholders to raise awareness and maintain the momentum of innovation and reform towards increasing policing efficiency and effectiveness. As part of federal, provincial and territorial Ministers’ commitment to improve the sharing of information, governments and police services have worked together in compiling a database of innovative initiatives and approaches that contribute to police efficiency and effectiveness while helping keep communities safe. The result is the Index of Policing Initiatives, an evergreen, online search engine and the first police information-sharing tool of its kind in Canada.

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 the institution.

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

The governance of the Public Safety Canada’s Open Government Implementation Plan (OGIP) is informed by the responsibilities identified for the Information Management Senior Official (IMSO) and Deputy Head (DH) in sections 6 (Requirements), 7 (Monitoring and Reporting Requirements), and 8 (Consequences) of the Directive on Open Government.

The Information Management Senior Official (IMSO) is responsible for ensuring milestones, deliverables, and timelines associated with the OGIP’s planning tables (section 7) are met. A revision of the planning tables is performed as part of the annual updates to the OGIP. The annual updates are sent to the IMSO and the Deputy Minister (DM) for approval prior to it being published on to TBS Portal. The IMSO is responsible for reporting any significant performance and compliance issues to the Chief Information Officer Branch of the Treasury Board Secretariat.

Figure 3. OGIP Cycle
Figure 2. OGIP Cycle - Text version

Image – the following steps form a circle that represent a cycle

  • PS open Government Coordinator develops / updates OGIP
  • Consultation with working group and functional experts from legal, privacy, security, IM/IT, and communications
  • Present OGIP at Departmental Review Committees, i.e. BCM (CMB), DGMC), and DMC
  • Approval of OGIP: IMSO, ADMO, CMB, and DM
  • Data Steward publishes OGIP on Portal
  • Monitoring and reporting progress of implementation against in the OGIP

In order to guarantee ongoing compliance with the Open Government Directive Public Safety Canada (PS) will ensure that its requirements 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. Existing workflows we will take advantage of are:

  • Branch Business Plans: The Branch Business Plans articulate how all organizations will support the achievement of departmental priorities, as well as the key initiatives that will be pursued at the branch and directorate levels. This document includes an annex titled “Chief Information Officer Directorate Engagement”.
  • The Chief Information Office Directorate’s (CIOD) Business Intake and Project Review Board: The board reviews all new business needs that require technology investments, and works with the branches to find cost effective solutions that respond to the business needs while ensuring alignment with the Departmental and the Government of Canada direction to ensure sustainability.
  • InfoSource: A series of publications containing information about the Government of Canada’s access to information and privacy programs.
  • Recordkeeping Accountability Instrument: The tool is as an evergreen document for recordkeeping sustainability. Once a year, the Information Management Division will assist business areas with a review of the RKAI to ensure that listed information resources of business value (IRBVs) are current and accurate.

6.2 Roles and Responsibilities – Key Stakeholders

Role Responsabilities

Deputy Head (DM)

  • Departmental accountability (public accountability)
  • Approves OGIP and subsequent annual updates

Information Management Senior Official (IMSO)

  • External facing (TBS) delegated authority for Open Government, accountable to TBS for compliance with the Open Government Directive
  • Approves OGIP and subsequent annual updates
  • Provides final approval for data release by sending an authorization email to TBS to release data

Accountable Recordkeepers

  • Reviews all data under their responsibility to be released prior to IMSO approval, verifying that both the English and French versions of the data are consistent and error free
  • Approves the dataset under their responsibility for release
  • Provides recommendations to IMSO that he/she approve the data release

Data Owner (Program areas)

  • Helps to identify and evaluate criteria with which to determine dataset release priority
  • Responsible for maintaining the dataset
  • Provides bilingual metadata for the dataset
  • Updates the dataset’s homepage (providing background information on the program that the dataset supports)

Departmental Open Government Coordinator (IM functional specialists)

  • The Open Government Coordinator for the department is concerned with managing the administrative function of data governance including:
    • Acts as a central point of contact (internal & external) for all things Open Government
    • Works to mobilize the Department in meeting Open Government objectives/deliverables activity planning, coordination and scheduling, stakeholder onboarding, establishment of and participation in working groups as required, etc.
    • Tracks and reports on the progress of Open Government deliverables, key performance indicators, etc.
    • Provides Open Government awareness, education, guidance and communication
    • Works with business units to disclose and catalog their data holdings
    • Maintains the data inventory including yearly prioritization of release targets (candidates)
    • Coordinates data releases, assisting data stewards/owners with receiving approval when required; seeking and receiving approval of data releases from privacy, security, legal (if applicable), IT, Communications publisher (Web), and the IMSO
    • Provides assistance to data stewards/owners on data release process (e.g., identification, preparation, approval mechanisms, and entry into the TBS open data registry)
    • Manages the Department’s catalog of data holdings registered with the Open Government Portal by ensuring that: registrations (metadata) are consistently and meaningfully defined; resources and links to data are current/valid; required updates to datasets are fulfilled (as per the agreed upon schedule); and, act as the central point of contact for public enquiries
  • Supports the effective management of departmental information throughout its life cycle
  • Coordinates the the removal of access restrictions on institutional data and information resources of enduring value prior to transfer to Library and Archives Canada
  • Analyzes open government legislation, policies and standards for IM impact

Data Steward (IT functional specialists)

  • Responsible for producing the dataset
  • Responsible for validating the quality of the dataset
  • Transforms the data into a machine readable format for release
  • Responsible for posting and maintaining the data, and its homepage information, on the Department’s internet server

Privacy, Security, Communications and/or Legal functional specialists

  • Reviews and assesses data to be released under Open Government for potential risks (e.g., does the data comply with the ATI Act and Privacy Act, and the GC Policy on Security?)
  • Liaises with GC governance body(ies) to assess impact of potential risks with PS data

Working group (Data stewards/owners, with representation from business units, legal, privacy, security, IM/IT, and communications)

  • Provides feedback on supporting tools and resources of the Directive on Open Government.
  • Assists with the identification of data and information from business areas in order to populate inventory
  • Identifies, assesses, validates and recommends data for release

Portfolio consultative group

  • Investigate establishment of a portfolio consultative group
  • Group would share information on their OGIP progress and shared/releasable data and information

Business Intake and Project Review Board

  • Integrates the requirements of the Directive on Open Government into any new plans for procuring, developing, or modernizing departmental information applications, systems, or solutions in support of the delivery of programs and services

6.3 Communication, Awareness, and Engagement

Open Government principles will change the way government organizations approach the release of data and information. Within the framework of existing government policies on privacy, confidentiality and security, departments will move to a more open sharing of data and information which will enable them to be more responsive and accountable to Canadians. Public Safety Canada (PS) will engage employees to raise their awareness and understanding of what Open Government means for them in their daily roles.

Open Government is about creating a culture of greater transparency and accountability, increasing citizen engagement and driving innovation. To successfully make this shift and implement the OGIP, PS will need to address our culture, not just implement new requirements under the three streams that make up Canada’s Action Plan on Open Government: Open Data, Open Information, and Open Dialogue.

Communication, awareness, and engagement with PS employees are paramount to the execution of the OGIP and a strategic approach is required. Activities will focus on:

  • Sharing information that explains Open Government and the value of making PS information resources widely accessible, discoverable, and usable by the general public;
  • Identifying, capturing, and sharing the success stories, accomplishments, lessons learned and opportunities where Open Government can lead to innovation and increased citizen involvement in our work; and,
  • Involving management and employees in the implementation of the plan, listening to concerns and ideas, identifying opportunities, addressing obstacles, and establishing a culture of engagement and collective responsibility related to Open Government.

PS will create an Internal Communications Plan specific to the department that will leverage guidelines on GCpedia and the GC-wide Open Government communications plan but will be customized to our own context, be linked to the Web Renewal Initiative, our internal cultural transformation and other related activities and initiatives.

7. Planning Table(s)

7.1 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 licence designated by the Treasury Board of Canada Secretariat Public Safety Canada’s Data Release Plan OG Coordinator
  • Develop guide to assist with prioritizing and releasing data (TBS)
  • Develop and test the process and approval structure
  • Implement the process
  • 1 month
  • 1 FTE (AS)
  • Peer review/test (CS, AS)
  • Working Group review/test
Not started
Waiting for TBS document
Public Safety Canada’s Information Release Plan OG Coordinator
  • Develop guide to assist with prioritizing and releasing data (TBS)
  • Develop and test the process and approval structure
  • Implement the process
  • 1 month
  • 1 FTE (AS)
  • Peer review/test (CS, AS)
  • Working Group review/test
Not started
Waiting for TBS document
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 TBS Listing of accessible and reusable formats (for data and information) to be used at Public Safety Canada TBS
  • Obtain list from TBS of accessible and reusable formats specifications
  N/A Not started
Conversion process(es) for data identified for release whose native format is not accessible and reusable Data Steward
  • Develop and test process(es) for data into accessible and reusable formats
  • Implement the process
  • 2 months
  • 1 FTE (CS)
  • Collaboration (CS)
Not started
Waiting for list of formats from TBS
Conversion process(es) for information identified for release whose native format is not accessible and reusable Data Steward
  • Develop and test process(es) for information into accessible and reusable formats
  • Implement the process
  • 1 week
  • 1 FTE (CS)
Not started
Waiting for list of formats from TBS
Release process to support the publication of Public Safety Canada’s data Data Steward
  • Develop and test process to support the publication of PS data
  • Implement the process
  • 1 month
  • 1 FTE (CS)
  • Collaboration (CS)
Not started
Release process to support the publication of Public Safety Canada’s information Data Steward
  • Develop and test process to support the publication of PS information
  • Implement the process
  • 1 week
  • 1 FTE (CS)
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 (6.3) Methodology for establishing a data inventory OG Coordinator
  • Develop methodology for establishing a data inventory
  • 2 weeks
  • 2 FTE (AS, CS)
Not started
Waiting for confirmation from TBS that posted template is final version
Methodology for establishing an information inventory OG Coordinator
  • Develop methodology for establishing an information inventory
  • 2 weeks
  • 2 FTE (AS, CS)
Not started
Waiting for confirmation from TBS that posted template is final version
Data inventory (detailed, itemized list(s) that describe the volume, scope and complexity of the data held by Public Safety Canada’s) OG Coordinator
  • Populate inventory
  • 1 month
  • 2 FTE (AS, CS)
Not started
Information inventory (detailed, itemized list(s) that describe the volume, scope and complexity of the information held by Public Safety Canada’s) OG Coordinator
  • Populate inventory
  • 1 month
  • 2 FTE (AS, CS)
Not started
Renewal process(es) to maintain the currency of Public Safety Canada’s data inventory OG Coordinator
  • Develop and test renewal process to maintain currency of PS data inventory
  • Implement the process
  • 2 weeks
  • 1 FTE (AS)
  • Collaboration (CS, AS)
Not started
Renewal process(es) to maintain the currency of Public Safety Canada’s information inventory OG Coordinator
  • Develop and test renewal process to maintain currency of PS data inventory
  • Implement the process
  • 2 weeks
  • 1 FTE (AS)
  • Collaboration (CS, AS)
Not started
Assets included in the data inventory are evaluated to determine their eligibility and priority for release OG Coordinator
  • Develop guide to assist with prioritizing and releasing data (TBS)
  • Develop and test process to evaluate data in PS inventory
  • Implement the process
  • 1 month
  • 1 FTE (AS)
  • Peer review/test (CS, AS)
  • Working Group review/test
  • Consultation with working group
Not started
Waiting for TBS document
Assets included in the information inventory are evaluated to determine their eligibility and priority for release OG Coordinator
  • Develop guide to assist with prioritizing and releasing information (TBS)
  • Develop and test process to evaluate information in PS inventory
  • Implement the process
  • 1 month
  • 1 FTE (AS)
  • Peer review/test (CS, AS)
  • Working Group analysis
Not started
Waiting for TBS document
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 Public Safety Canada’s OGIP IMSO?
  • Establish governance structure
N/A Ongoing
Will update as required during management review of OGIP
Public Safety Canada’s Open Government Implementation Plan (OGIP) OG Coordinator
  • Draft OGIP
N/A Completed
Signatures in section 2 (Approvals) of Public Safety Canada’s OGIP OG Coordinator
  • Signature of IMSO
  • Signature of ADM CMB
  • Signature of DM
N/A Not started
Will update when approval process is complete
Public Safety Canada’s OGIP is posted to designated website Data Steward
  • Develop guide to assist with posting OGIP online (TBS)
  • Post OGIP online
  • 2 days
  • 1 FTE (CS)
Not started
Waiting for TBS document
Will update once OGIP is posted online
Public Safety Canada’s first annual update to the OGIP OG Coordinator
  • Review and update OGIP
  • Consult with functional experts
  • Signature of IMSO
  • Signature of ADMO CMB
  • Signature of DM
  • Post OGIP online
  • 2 weeks
  • 1 FTE (AS)
  • Peer review (CS, AS)
  • Working Group review
  • Posting online (CS)
Not started
Public Safety Canada’s second annual update to the OGIP OG Coordinator
  • Review and update OGIP
  • Consult with functional experts
  • Signature of IMSO
  • Signature of ADMO CMB
  • Signature of DM
  • Post OGIP online
  • 2 weeks
  • 1 FTE (AS)
  • Peer review (CS, AS)
  • Working Group review
  • Posting online (CS)
Not started
Public Safety Canada’s third annual update to the OGIP OG Coordinator
  • Review and update OGIP
  • Consult with functional experts
  • Signature of IMSO
  • Signature of ADMO CMB
  • Signature of DM
  • Post OGIP online
  • 2 weeks
  • 1 FTE (AS)
  • Peer review (CS, AS)
  • Working Group review
  • Posting online (CS)
Not started
Public Safety Canada’s fourth annual update to the OGIP OG Coordinator
  • Review and update OGIP
  • Consult with functional experts
  • Signature of IMSO
  • Signature of ADMO CMB
  • Signature of DM
  • Post OGIP online
  • 2 weeks
  • 1 FTE (AS)
  • Peer review (CS, AS)
  • Working Group review
  • Posting online (CS)
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. Methodology for the removal of access restrictions from data and information resources of enduring value prior to their transfer to the LAC OG Coordinator
  • Develop guide for the removal of access restrictions from data and information resources of enduring value prior to their transfer to the LAC (LAC)
  • Develop methodology for the removal of access restrictions from data and information resources of enduring value prior to their transfer to the LAC
  • 2 months
  • 1 FTE (AS)
  • Colloboration (CS)
Not started
Waiting for LAC document
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 Public Safety Canada’s disposition plans and procedures. OG Coordinator
  • Incorporate methodology into existing disposition plans and procedures
  • 2 weeks
  • 1 FTE (AS)
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 CIO
  • Establish governance structure
  • Update the Business Intake and Project Review Board’s Terms of Reference, section 4. Roles and Responsibilities
  • 1 week
  • 1 FTE (EX)
Not started
Directive on Open Government requirements are integrated into Public Safety Canada’s procurement process(es) for information applications, systems, and solutions Business Intake and Project Review Board
  • Directive requirements are integrated into the Business Intake process
  • 1 weeks
  • 1 FTE (CS)
Not started
Directive on Open Government requirements are integrated into Public Safety Canada’s development process(es) for information applications, systems, and solutions Business Intake and Project Review Board
  • Directive requirements are integrated into the Business Intake process
  • 1 weeks
  • 1 FTE (CS)
Not started
Directive on Open Government requirements are integrated into Public Safety Canada’s modernizing process(es) for information applications, systems, and solutions Business Intake and Project Review Board
  • Directive requirements are integrated into the Business Intake process
  • 1 weeks
  • 1 FTE (CS)
Not started
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. Performance framework for the monitoring of Public Safety Canada’s progress against the activities and deliverables / milestones in the OGIP OG Coordinator
  • Develop performance framework for monitoring the progress against the activities and deliverables / milestones in the OGIP
  • 1 week
  • 2 FTEs (AS, CS)
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 OG Coordinator
  • Develop and test reporting tools and identify frequency of updates
  • implement tools and regular updates
  • 1 week
  • 2 FTEs (AS, CS)
Not started
Performance framework for the monitoring of Public Safety Canada’s ongoing compliance to the requirements of the Directive OG Coordinator
  • Develop performance framework for the monitoring of ongoing compliance to the requirements of the Directive
  • 1 week
  • 2 FTEs (AS, CS)
Not started
Process to ensure significant difficulties, gaps in performance, or compliance issues are reported to the IMSO and DM OG Coordinator
  • Develop and test process to ensure significant difficulties, gaps in performance, or compliance issues are reported to the IMSO and DM
  • Implement process
  • 1 week
  • 2 FTEs (AS, CS)
Not started

Planning Table B: Canada’s Action Plan on Open Government 2014-16 Commitments and Directive on Open Government Roles and Responsibilities

Reference Compliance Requirement Deliverables / Milestones Lead Activities Start Date End Date Resources (Human and Financial) Status
APOG A PS is not the lead              
APOG B1 PS is not the lead              
APOG B2 PS is not the lead              
APOG B3 PS is not the lead              
APOG B4 PS is not the lead              
APOG C1 PS is not the lead              
APOG C2 PS is not the lead              
APOG C3 PS is not the lead              
APOG C4 PS is not the lead              
APOG C5 PS is not the lead              
APOG C6 PS is not the lead              
APOG D PS is not the lead              
DOG 9.1 PS is not the lead              
DOG 9.2 PS is not the lead              
DOG 9.3 PS is not the lead              

8. Annex A – Planning Table A Deliverables / Milestones

Reference Compliance Requirement Deliverables / Milestones
DOG 6.1 Maximizing the release of Government of Canada data and information under an open and unrestrictive licence designated by the Treasury Board of Canada Secretariat
  • Public Safety Canada’s Data Release Plan
  • Public Safety Canada’s Information Release Plan
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 TBS
  • Listing of accessible and reusable formats (for data and information) to be used at Public Safety Canada
  • Conversion process(es) for data identified for release whose native format is not accessible and reusable
  • Conversion process(es) for information identified for release whose native format is not accessible and reusable
  • Release process to support the publication of Public Safety Canada’s data
  • Release process to support the publication of Public Safety Canada’s information
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 (6.3)
  • Methodology for establishing a data inventory
  • Methodology for establishing an information inventory
  • Data inventory (detailed, itemized list(s) that describe the volume, scope and complexity of the data held by Public Safety Canada’s)
  • Information inventory (detailed, itemized list(s) that describe the volume, scope and complexity of the information held by Public Safety Canada’s)
  • Renewal process(es) to maintain the currency of Public Safety Canada’s data inventory
  • Renewal process(es) to maintain the currency of Public Safety Canada’s information inventory
  • Assets included in the data inventory are evaluated to determine their eligibility and priority for release
  • Assets included in the information inventory are evaluated to determine their eligibility and priority for release
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 Public Safety Canada’s OGIP
  • Public Safety Canada’s Open Government Implementation Plan (OGIP)
  • Signatures in section 2 (Approvals) of Public Safety Canada’s OGIP
  • Public Safety Canada’s OGIP is posted to designated website
  • Public Safety Canada’s first annual update to the OGIP
  • Public Safety Canada’s second annual update to the OGIP
  • Public Safety Canada’s third annual update to the OGIP
  • Public Safety Canada’s fourth annual update to the OGIP
DOG 6.5 Maximizing the removal of access restrictions on departmental information resources of enduring value prior to transfer to Library and Archives Canada.
  • Methodology for the removal of access restrictions from data and information resources of enduring value prior to their transfer to the LAC
  • 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 Public Safety Canada’s disposition plans and procedures.
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
  • Directive on Open Government requirements are integrated into Public Safety Canada’s procurement process(es) for information applications, systems, and solutions
  • Directive on Open Government requirements are integrated into Public Safety Canada’s development process(es) for information applications, systems, and solutions
  • Directive on Open Government requirements are integrated into Public Safety Canada’s modernizing process(es) for information applications, systems, and solutions
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.
  • Performance framework for the monitoring of Public Safety Canada’s progress against the activities and deliverables / milestones in the OGIP
  • Progress against the activities and deliverables / milestones in the OGIP is regularly reported to the governance structures in place to oversee the implementation
  • Performance framework for the monitoring of Public Safety Canada’s ongoing compliance to the requirements of the Directive
  • Process to ensure significant difficulties, gaps in performance, or compliance issues are reported to the IMSO and DM

9. Annex B – Performance Measures

Beginning in Year 2 (October 2016), institutions must perform annual updates to their Open Government Implementation Plans (OGIPs) by submitting values against pre-defined performance measures. These measures will gauge the institution’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 for some of the measures.

Note: Year 1 is from (the Directive’s effective date) to . Year 2 is from to . Year 3 is from to . Year 4 is from to . Year 5 is from to .

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
The department’s or agency’s Open Government Implementation Plan (OGIP) is developed. Yes Year 1 Yes / No Yes / No Yes / No Yes / No Yes / No
The department’s or agency’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
The department’s or agency’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
The department’s or agency’s Open Government Implementation Plan (OGIP) is updated for Year 2. Yes Year 2   Yes / No Yes / No Yes / No Yes / No
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). Yes Year 2   Yes / No Yes / No Yes / No Yes / No
The department’s or agency’s Open Government Implementation Plan (OGIP) is updated for Year 3. Yes Year 3     Yes / No Yes / No Yes / No
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). Yes Year 3     Yes / No Yes / No Yes / No
The department’s or agency’s Open Government Implementation Plan (OGIP) is updated for Year 4. Yes Year 4       Yes / No Yes / No
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). Yes Year 4       Yes / No Yes / No
The department’s or agency’s Open Government Implementation Plan (OGIP) is updated for Year 5. Yes Year 5         Yes / No
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). Yes Year 5         Yes / No
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. Yes Year 5         Yes / No

Data and Information Inventories

Institutions must report on the status of their inventories. Beginning in Year 2, institution must measure both the cumulative total (T) for measures relating to their 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 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 process(es) 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   TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD
# of data sets analyzed to determine their eligibility and priority for release   TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD
# of data sets deemed eligible for release   TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD
# of data sets submitted to Treasury Board Secretariat (TBS) for release   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 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 process(es) 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   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   TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD
# of electronic information assets deemed eligible for release   TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD
# of electronic information assets submitted to Treasury Board Secretariat (TBS) for release   TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD

Maximizing the Removal of Access Restrictions

Institutions must report on the status of their transfers of non-electronic and electronic information resources of enduring value 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 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)   TBD 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)   TBD 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)   TBD TBD TBD TBD TBD
# of electronic information resources of enduring value transferred to Library and Archives Canada (LAC)   TBD 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)   TBD 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)   TBD TBD TBD TBD TBD