Contents
1. Executive Summary
Canada has a longstanding commitment to openness and accountability as cornerstones 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 of 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 activities. Accordingly, the Government of Canada has firmly established an "open by default" position in its Directive on Open Government. All data and information resources of business value held by Government of Canada departments and agencies are to be open by default and released as open data and/or open information unless subject to valid exceptions.
Under the direction of Public Works and Government Services Canada (PWGSC)’s Chief Information Officer (CIO), serving as the department’s Information Management Senior Officer (IMSO), PWGSC analyzed the Government of Canada’s 12 Open Government (OG) commitments and identified six specific obligations for which PWGSC will be involved. These six obligations form PWGSC’s Open Government Implementation Plan (OGIP), which will support the department as it proactively releases data and information (see Annex B for more information):
- Open Government Directive
- Open Contracting
- Open Information on Budgets and Expenditures
- Open Information Core Commitment
- Open Data Canada
- Open Data Core Commitment
Although Open Dialogue is addressed by the Communications Policy of the Government of Canada (GC) and is not included in this OGIP, Open Dialogue will create opportunities for exchanges of ideas to improve the breadth and depth of the open data and open information that PWGSC provides to dataset and information consumers.
Looking forward, PWGSC will integrate its OG obligations into business transformation programs, projects and technology modernization initiatives planned and underway. PWGSC will maintain OG Directive compliance while continuing to deliver on OG obligations integrated into service improvement, service modernization and enabling technologies. PWGSC will also comply with the GC’s OG directive by designing business processes and enabling technologies that are “open by default”.
Cultural change is a significant challenge for any organization in the transition to “open by default”. Relying on PWGSC’s Information Management/Information Technology (IM/IT) Strategy to lay the foundation for the future, and looking to PWGSC’s Enterprise Knowledge and Information Management (EKIM) Strategy for guidance, the department has planned an engaging communication approach to raise awareness and foster the cultural change needed for PWGSC to be “open by default”.
This document outlines PWGSC’s plan to address:
- Its Open Government obligations under Canada’s Action Plan on Open Government 2014-16; and
- The requirements of the Directive on Open Government, with which PWGSC must comply fully by 2020.
Important planning assumptions, as well as roles and responsibilities, are outlined clearly, communicating how the department plans to meet its OG obligations. As part of the department’s plan to comply with the Government’s OG Directive by 2020, PWGSC’s OGIP will be posted online and updated annually.
2. Approvals
Original signed by,
Luc Lafrance
Information Management Senior Official
A/Chief Information Officer (CIO)
Chief Information Officer Branch
Public Works and Government Services Canada
Signed on .
Date
Original signed by,
George Da Pont
Deputy Minister
Public Works and Government Services Canada
Signed on .
Date
3. Purpose
This document describes PWGSC’s plan to complete activities and deliverables aligned with the requirements of the Directive on Open Government, in order to achieve full compliance by the March 31, 2020 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 (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 will also describe PWGSC’s plan to complete activities and deliverables aligned with its obligations under Canada’s Action Plan on Open Government 2014-16, where PWGSC is involved.
4. Context
4.1 PWGSC Mandate, Vision and Mission
PWGSC plays an important role in the daily operations of the Government of Canada as a key provider of services for Canadians and federal departments and agencies. It supports them in achieving their mandated objectives as their central purchasing agent, linguistic authority, real property manager, treasurer, accountant, integrity adviser and pay and pension administrator.
The department’s vision is to excel in government operations and our strategic outcome and mission is to deliver high-quality, central programs and services that ensure sound stewardship on behalf of Canadians and meet the program needs of federal institutions.
The department employs approximately 12,000 employees and includes 10 branches that are responsible for providing and managing services to the Government of Canada, Canadians and internally to the department. In addition, the department manages a special operating agency, the Translation Bureau. The department’s services are provided across Canada through five regional operations (Atlantic, Quebec, Ontario, Western and Pacific). PWGSC also operates offices in Europe and Washington.
4.2 PWGSC Challenges and Responses
4.2.1 PWGSC’s Open Government Challenges
The challenge of making datasets available is common to all organizations with legacy systems. To address this challenge, PWGSC has not only put departmental guidelines and standards in place but is collaborating with TBS OG committees to establish tools and methods to enable effective and quality delivery of datasets. For example, PWGSC has developed methods and tools, shared with the GC, that test and report on the quality of a dataset before it is published. These methods and tools have seen PWGSC release high-quality datasets on the Open Data Portal.
Despite the challenges that legacy systems present, as of May 2015, PWGSC is proud to have posted 21 datasets on the government’s Open Data Portal so far, six of which are among the 25 most downloaded.
With a solid foundation established and notable OG accomplishments achieved to date, PWGSC is well positioned to support the GC in the delivery of its OG obligations and achieve directive compliance by 2020.
Some of PWGSCs challenges in implementing the Open Government Implementation Plan include:
- The lack of a common set of standards, guidelines and standard operating procedures: PWGSC needs to develop and promote consistent practices to manage information efficiently and ensure that open government is considered in business processes and in design of IT business applications;
- Cultural change needed to support the move to “open by default”: PWGSC will need to move towards an environment that is conducive to sharing data and information with Canadians;
- Reallocation of existing budgets to address OG: PWGSC must reallocate existing financial and human resources to support the work to be “open by default”;
- Data destined to be open is trapped in legacy systems: since PWGSC’s legacy systems and databases were not engineered to meet open data needs, time and money is needed to identify, develop, maintain and publish datasets derived from these systems. The department is currently undergoing transformations to modernize and reduce the number of legacy systems. This work has already started in several branches.
4.2.2 Our Response
PWGSC has laid important groundwork for OG with the successful delivery of the department’s Enterprise Knowledge and Information Management (EKIM) Strategy, which aims to give employees the right information, at the right time, from anywhere.
The EKIM Strategy’s guiding principles set the stage for PWGSC to respond to its OG challenges:
- Align and comply with GC policy and legislation, as well as trends and directions;
- Support PWGSC’s Business Lines and help improve business processes;
- Develop standards and guidelines to streamline the collection and publication of data and information;
- Improve information quality, accuracy, reliability, usability and clarity;
- Facilitate sharing of information and knowledge with Canadians; and
- Follow an enterprise-wide, holistic approach for all types of information.
PWGSC has factored OG into the departments integrated planning and governance. This OGIP has integrated TBS Directive on Open Government compliance requirements as well as PWGSC’s obligations under Canada’s Action Plan on Open Government 2014-16, ensuring a consistent approach to meeting PWGSC’s OG obligations.
4.3 Critical Success Factors
The PWGSC OGIP’s critical success factors include:
- Sustained OG leadership and governance providing direction and support for delivery of PWGSC’s OG obligations;
- Evolving the way the department works to become “open by default” so that obligations of OG become a natural part of how the department designs, delivers and supports its services to government departments and Canadians;
- Availability of scarce financial and human resources to fund and support the work to be “open by default"; and
- Supporting training needed to change the department’s business process and enabling technology so that the department will have the skills needed to be “open by default”.
5. Outcomes
5.1 Enterprise Knowledge and Information Management (EKIM) Strategy Directions
PWGSC continuously strives to be transparent and accountable in how it conducts its business. Our commitment to Open Government is part of the federal government’s efforts to foster greater accessibility and accountability, provide Canadians with more opportunities to learn about and participate in government and drive innovation and economic opportunities for all Canadians.
PWGSC’s vision is to excel in government operations and our strategic outcome and mission is to deliver high-quality, central programs and services that ensure sound stewardship on behalf of Canadians and meet the program needs of federal institutions. To achieve the vision, the department’s EKIM Strategy established five directions with the fifth specifically addressing Open Government:
- 1. Transforming ourselves
-
fostering a knowledge culture with clear, consolidated leadership and IM governance.
- 2. Sustainable recordkeeping
-
institutionalizing best practices, recordkeeping tools and addressing preservation and archival needs.
- 3. Improving business process efficiency
-
striving towards the vision of Workplace 2.0 to enable a mobile workforce, with reduced reliance on paper and increased use of digital technologies.
- 4. Working together collaboratively
-
ensuring the interoperability and discoverability of our information and by diversifying our information channels so that we can share information more easily.
- 5. Promoting transparency and reuse of our information
-
broadening our communication channels with our external stakeholders, partners and the public, through social media, and supporting open data.
5.2 PWGSC’s Open Government Value Proposition
As a key provider of internal services (also known as “back office” services) for federal departments and agencies, PWGSC holds valuable data and information on purchasing and procurement, translation, real property, treasury, finance, pay and pensions.
Not only is PWGSC positioned to contribute valuable datasets and information from internal services to the OG initiative, the department is transforming and modernizing its business functions, technical landscape and worker skills. The transformation must also consider government-wide directions (such as those on recordkeeping and OG directive compliance).
Although this transformation is formidable, the outcome will contribute to the OG objectives: open and usable information spurring socio-economic opportunities, innovation, scientific discovery, civic participation, professional integrity and greater engagement and dialogue with Canadians.
5.3 PWGSC’s Contribution to GC OG outcomes
PWGSC’s six Open Government obligations are illustrated in the context of the GC Action Plan on Open Government 2014-16 commitments in Figure 1 below. See Annex B for more information on the commitments.
Figure 1 - PWGSC’s Open Government Action Plan’s 6 Obligations in the Context of GC’s 12 Open Government 2014-16 Commitments - Text version
Circle 1 (in the middle): Open Government Directive
Circle 2 (around circle 1) divided in 3 sections: Open Info, Open Dialogue and Open Data.
Open Info:
- Open Science
- Mandatory Reporting on Extractives
- Graphic Note *Open Contracting (PWGSC co-leads with TBS)
- Graphic Note *Open Information on Budgets and Expenditures
- Digital Literacy
- Graphic Note *Open Information Core Commitment
Open Data:
- Graphic Note *Open Data Canada
- Canadian Open Data Exchange
- Open Data for Development
- Graphic Note *Open Data Core Commitment
Open Dialogue:
- Next-generation Consulting Canadians
Circle 3 (around circle 2): Availability of Information, New technologies, Citizen Participation and Professional Integrity.
PWGSC is committed to working towards achieving the Open Government core principles of greater availability of information, civic participation, professional integrity and the use of technology for openness and accountability. PWGSC plans to deliver specific outputs as part of the department’s contribution to GC OG outcomes. Table 1 below is a summary of PWGSC’s contribution to the overall Government of Canada OG goals.
| PWGSC’s contribution to GC OG Outcomes | PWGSC’s Open Government Obligations | |||||
|---|---|---|---|---|---|---|
| 1.0 OG Directive | 2.0 Open Data Canada | 3.0 Open Data Core Commitment | 4.0 Open Contracting | 5.0 Open Information on Budgets & Expenditures | 6.0 Open Information Core Commitment | |
| Help broaden access to data and information, ensure transparency and accountability, and strengthen citizen engagement in the activities of government and in the democratic process | Yes | No | Yes | No | No | Yes |
| Provide PWGSC’s eligible data and information of business value released in standardized, open formats, free of charge without restrictions on reuse | Yes | Yes | Yes | Yes | Yes | Yes |
| Proactive release of information on PWGSC activities, programs, and services, making information easier to find, access and use | Yes | No | No | Yes | Yes | Yes |
| Contribute to improved management and accessibility of government records, and facilitate faster responses to requests for information | No | No | No | No | No | Yes |
| Help TBS modernize ATIP services across the federal government | No | No | No | No | No | Yes |
| Help TBS achieve a single window access to a broad range of open contracting information from across federal departments | No | No | Yes | Yes | No | Yes |
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 PWGSC.
6.1 Roles and Responsibilities – Deputy Head and Information Management Senior Official
The governance of PWGSC’s 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.
| OG Responsibilities | |
|---|---|
| Deputy Minister |
|
| IMSO |
|
6.1.1 PWGSC IM Governance
| Committee | OG Responsibilities |
|---|---|
| PWGSC Open Government Working Group |
This working group includes representatives with knowledge of PWGSC programs. Responsibilities for OG include:
|
| Departmental Information Management Committee (DIMC) |
This committee has a cross-functional representation from branches and Chief Information Officer Branch at the director level. Responsibilities for OG include:
|
| Director General IM/IT Steering Committee (DGISC) |
This committee provides PWGSC branches and regions with a forum for business direction and guidance on departmental IM/IT strategies, investments and services in support of departmental strategic and operational objectives and GC priorities. Responsibilities for OG include:
|
6.1.2 PWGSC OGIP Approach and Governance
As illustrated in figure 2 below, PWGSC’s six OG commitments flow from an analysis that aligned GC’s 12 Action Plan on Open Government 2014-16 commitments and associated Management Accountability Framework (MAF) requirements Footnote 1. The OGIP will be updated annually, through consultation with branches and governance committee feedback.
Figure 2 - PWGSC’s OGIP Approach and Governance - Text version
The MAF Requirements (image of the MAF requirements framework) and the GC’s 12 Open Government 2.0 Commitments (image of the GC Action Plan Open Government) are analysed (image of funnel) and produce the PWGSC’s 6 Open Government 2.0 Commitments. Draft OGIP goes to consultation with selected partner program branches (image of three people sitting at a table with documents). It goes to DIMC (image of people) and DGISC (image of people) and incorporate both feedback and go to the Deputy Minister (image of a person), they recommend for Deputy Minister Approval.
Restart the process at consultation with selected partner program branches for the annual update.
6.1.3 Governance Process for OG deliverables
As illustrated in figure 3 below, OG deliverables (as listed in section 7 - Table A and Table B) will be prepared by the branch lead with the support of the PWGSC Open Government Working Group and the collaboration of the branch representatives. All deliverables will be reviewed and approved by DIMC prior to implementation.
Figure 3 - PWGSC’s OG deliverables Approach and Governance - Text version
The Branch Lead (image of 3 people sitting at a table holding documents) and PWGSC Open Government Working Group (image of 7 people sitting at a table) analyse (image of funnel) and prepare deliverable (image of documents). DIMC (image of people) reviews and approves, the CIO Branch publishes and distributes (Branches: image of 7 people sitting at a table), all branches integrate into processes (image of 7 people sitting at a table), commitment to Canada’s action plan 2.0 and compliancy to Directive on Open Government (image of the GC Action Plan Open Government).
6.2 Roles and Responsibilities – Key Stakeholders
6.2.1 Branches participating or leading OG deliverables
| Role | OG Responsibilities |
|---|---|
| Chief Information Officer Branch (CIOB) |
OG Coordination and Performance Management:
Standards management and communication: This function facilitates PWGSC’s work to comply with TBS OG policy and standards through mechanisms such as:
OG Quality Assurance:
Publishing and Portal Administration:
IT Security IT Security may be consulted by business owners for advice and guidance when they are determining if the datasets and information meet IT security requirements. |
| All Branches |
Branches are recognized as the business owner for their program-related datasets and information. A representative from each branch must attend the PWGSC OG Working Group meetings. Business owners are responsible for:
|
| Acquisitions Branch | Lead OG milestones with TBS regarding publishing contracting data and information. |
| Accounting, Banking and Compensation Branch | Participate in OG milestones regarding budget and expenditure information. |
| Policy, Planning and Communications Branch |
|
| Integrated Services Branch | Participate in the Open Information Portal (virtual library): migrate GC publications from publications.gc.ca to Open Government Portal. |
6.2.2 Branches supporting OG deliverables
| Role | OG Responsibilities |
|---|---|
| Policy, Planning and CommunicationsBranch
Departmental Oversight Branch |
ATIP and Corporate Security may be consulted by business owners for advice and guidance when they are determining if the datasets and information meet the Open Government Publishing Criteria, such as compliance with the Access to Information Act, Privacy Act and the GC Policy on Security. |
| Legal Services | Legal Services may be consulted by business owners or the OG Working Group for advice and guidance regarding legal issues. |
6.3 Communication, Awareness and Engagement
PWGSC has planned a proactive, sustained and engaging communication approach to raise awareness and foster the cultural change needed to implement Open Government at the department.
OG communication is led by the department’s IMSO supported by the department’s IM governance and by Corporate Communications.
PWGSC is proactively working with TBS to understand how to best communicate PWGSC’s OGIP and the department’s OG obligations through training and awareness plans, working in partnership with the TBS OG Secretariat, along with other departments and agencies, as well as leveraging findings and communication approaches resulting from internal and external consultations.
7. PWGSC Planning Tables
PWGSC’s high level OGIP is planned over a five-year horizon, updated annually.
7.1 Key Planning Assumptions
Important planning assumptions have been made in the development of PWGSC’s OGIP:
- Under the umbrella of the Open Government License, which offers unrestricted re-use of government data and information, PWGSC should plan to be “open by default” and maximize the open and proactive release of data, subject to privacy, security and/or confidentiality restrictions;
- TBS provides leadership and direction to all federal departments. For the GC’s Open Contracting commitment, PWGSC is a co-lead with TBS. PWGSC will leverage its contracting expertise and mandate to help the GC meet Canada’s OG Open Contracting commitments;
- For the GC’s Action Plan on Open Government 2014-16 commitment to “broaden open information on budget and expenditures,” PWGSC will plan to make a contribution to this commitment in our role as treasurer, accountant and procurement authority for the GC under the leadership of TBS, identified as the lead for this commitment;
- For milestones depicted in this OGIP where TBS direction (such as establishment of standards) is required, PWGSC assumes that the milestones will meet any required TB and/or TBS dependencies in time for PWGSC to achieve its plan;
- Outcomes included in PWGSC’s OGIP (see Section 5 Outcomes) represent PWGSC’s contribution/participation in achieving the GC outcomes. PWGSC assumes that TBS holds the responsibility of defining outcome measures/indicators, their information sources as well as measurement and reporting on GC outcomes;
- Open Dialogue is not included in PWGSC’s OGIP but is addressed by the Communications Policy of the GC;
- The planning table years are as follows:
- 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 .
7.2 Planning Table A – Directive on Open Government Requirements
| Ref. Table 1 note i | Compliance Requirement Table 1 note ii | Deliverables / Milestones Table 1 note iii | Lead | Activities | Start Date | End Date | Resources (Human and Financial) | Status |
|---|---|---|---|---|---|---|---|---|
Table 1 Notes
|
||||||||
| 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 | PWGSC’s Data Release Plan | CIO Branch | Prepare and publish PWGSC Data Release Plan (pre-requisite: PWGSC Data Inventory) | Year 1 | Year 2 |
Internal resources:
|
Not started |
| PWGSC’s Information Release Plan | CIO Branch | Prepare and publish PWGSC Information Release Plan (pre-requisite: PWGSC Information Inventory) | Year 3 | Year 4 | TBD | 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 TBS | Listing of accessible and reusable formats (for data and information) to be used at PWGSC | CIO Branch | Develop and publish PWGSC Open Data and Information Guidelines & Standards | Year 1 | Year 4 |
Internal resource:
|
Open Data Complete Open Information not yet started - awaiting information from TBS |
| Conversion process(es) for data identified for release whose native format is not accessible and reusable | CIO Branch | Develop and publish PWGSC Open Data Guidelines & Standards | Year 1 | Year 1 |
Internal resource:
|
Completed | ||
| Conversion process(es) for information identified for release whose native format is not accessible and reusable | CIO Branch | Develop and publish PWGSC Open Information Guidelines & Standards | Year 2 | Year 4 |
Internal resource:
|
Awaiting information from TBS | ||
| Release process to support the publication of PWGSC’s data | CIO Branch | Enhance PWGSC Open Data Guidelines & Standards | Year 1 | Year 1 |
Internal resource:
|
Completed with ongoing updates | ||
| Release process to support the publication of PWGSC’s information | CIO Branch | Enhance PWGSC Open Information Guidelines & Standards | Year 3 | Year 4 | TBD | Awaiting information from TBS | ||
| 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 | CIO Branch | Develop & publish PWGSC open data inventory templates | Year 1 | Year 2 |
Internal resource:
|
In progress |
| Methodology for establishing an information inventory | CIO Branch | Develop & publish PWGSC open information inventory templates | Year 3 | Year 4 | TBD | Awaiting information from TBS | ||
| Data inventory (detailed, itemized list(s) that describe the volume, scope and complexity of the data held by PWGSC) | All branches | Complete PWGSC Data Inventory | Year 1 | Year 3 |
Internal resource:
|
Not started | ||
| Information inventory (detailed, itemized list(s) that describe the volume, scope and complexity of the information held by PWGSC) | All branches | Complete PWGSC Information Inventory | Year 3 | Year 4 | TBD | Awaiting information from TBS | ||
| Renewal process(es) to maintain the currency of PWGSC’s data inventory | CIO Branch | Develop & publish PWGSC open data inventory renewal process(es) & templates | Year 2 | Year 3 |
Internal resource:
|
Not started | ||
| Renewal process(es) to maintain the currency of PWGSC’s information inventory | CIO Branch | Develop & publish PWGSC open information inventory renewal process(es) & templates | Year 3 | Year 4 | TBD | Awaiting information from TBS | ||
| Assets included in the data inventory are evaluated to determine their eligibility and priority for release | All branches | Complete PWGSC Data Inventory – eligibility and priority elements | Year 2 | Year 3 |
Internal resource:
|
Not started | ||
| Assets included in the information inventory are evaluated to determine their eligibility and priority for release | All branches | Complete PWGSC Information Inventory – eligibility and priority elements | Year 3 | Year 4 | TBD | 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 PWGSC ’s OGIP | CIO Branch | Plan and implement OG Governance | Year 1 | Year 2 |
Internal resource:
|
In progress |
| PWGSC’s Open Government Implementation Plan (OGIP) | CIO Branch | Deliver, execute and manage OGIP | Year 1 | Year 1 |
Internal resource:
|
Completed upon approval | ||
| Signatures in section 2 (Approvals) of PWGSC’s OGIP | CIO Branch | Obtain approval of PWGSC OGIP | Year 1 | Year 1 |
Internal resource:
|
Completed upon approval | ||
| PWGSC’s OGIP is staffed and funded | All branches | Staff and fund PWGSC OGIP activities | Year 1 | Year 5 |
Internal resource:
|
In progress | ||
| Monitoring and reporting processes for assessing progress and maintaining the currency of PWGSC’s OGIP | CIO Branch | Monitor and report progress on PWGSC OGIP | Year 1 | Year 2 |
Internal resource:
|
Not started | ||
| PWGSC’s first annual update to the OGIP | CIO Branch | Update OGIP annually | Year 2 | Year 2 |
Internal resource:
|
Not started | ||
| PWGSC’s second annual update to the OGIP | CIO Branch | Update OGIP annually | Year 3 | Year 3 | TBD | Not started | ||
| PWGSC’s third annual update to the OGIP | CIO Branch | Update OGIP annually | Year 4 | Year 4 | TBD | Not started | ||
| PWGS’s fourth annual update to the OGIP | CIO Branch | Update OGIP annually | Year 5 | Year 5 | TBD | 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 (IREV) prior to their transfer to the LAC | CIO Branch | Develop methodology to remove access restrictions from IREVs prior to transfer to LAC | Year 2 | Year 3 |
Internal resource:
|
Awaiting information from TBS and LAC |
| Methodology for the removal of access restrictions from data and information resources of enduring value (IREV) prior to their transfer to the LAC is integrated into PWGSC’s disposition plans and procedures. | CIO Branch | Integrate and execute the removal of access restrictions on IREVs prior to transfer to LAC | Year 2 | Year 3 |
Internal resource:
|
Awaiting information from TBS and LAC | ||
| 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 Branch | Plan and implement OG Governance for oversight | Year 2 | Year 2 |
Internal resource:
|
Not started |
| Directive on Open Government requirements are integrated into PWGSC’s procurement process(es) for information applications, systems, and solutions | CIO Branch | Integrate OG into PWGSC procurement processes for application, systems and solutions | Year 2 | Year 4 |
Internal resource:
|
Not started | ||
| Directive on Open Government requirements are integrated into PWGSC’s development process(es) for information applications, systems, and solutions | CIO Branch | Integrate OG into PWGSC development process(es) for application, systems and solutions | Year 1 | Year 4 |
Internal resource:
|
Not started | ||
| Directive on Open Government requirements are integrated into PWGSC’s modernizing process(es) for information applications, systems, and solutions | CIO Branch | Integrate OG into PWGSC modernization process(es) for application, systems and solutions | Year 1 | Year 4 |
Internal resource:
|
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 PWGSC’s progress against the activities and deliverables / milestones in the OGIP | CIO Branch | Establish performance framework to monitor PWGSC’s progress against the activities and deliverables / milestones in the OGIP | Year 1 | Year 2 |
Internal resource:
|
Not started |
| Progress against the activities and deliverables / milestones in the PWGSC OGIP is regularly reported to the governance structures in place to oversee the implementation | CIO Branch | Implement OGIP performance reporting | Year 2 | Year 5 |
Internal resource:
|
Not started | ||
| Performance framework for the monitoring of PWGSC’s ongoing compliance to the requirements of the Directive | CIO Branch | Plan and implement Compliance management | Year 1 | Year 2 |
Internal resource:
|
Not started | ||
| Process to ensure significant difficulties, gaps in performance, or compliance issues are reported to the Deputy Head (DH) | CIO Branch | Implement OGIP performance reporting | Year 1 | Year 2 |
Internal resource:
|
Not started | ||
7.3 Planning Table B – Canada’s Action Plan on Open Government 2014-16 Commitments and Roles and Responsibilities
| Ref. | Compliance Requirementtable 2 note a | Deliverables / Milestones | PWGSC Lead / Participate | Activities | Start Date | End Date | Resources (Human and Financial) | Status |
|---|---|---|---|---|---|---|---|---|
Table 2 Notes |
||||||||
| APOGB1 | Open Data Canada | Establishment of common principles, standards, licensing across all levels of government. | CIO Branch | Provide input to TBS for the development of common open data principles for adoption by governments across Canada | Year 1 | Year 3 |
Internal resource:
|
Not started |
| APOGB4 | Open Data Core Commitment | Published datasets on open.canada.ca | All branches | Create and publish data sets | Year 1 | Year 3 |
Internal resource:
|
In progress |
| APOGC3 | Open Contracting | Consolidating and publishing GC contracting data | Acquisition Branch | Co-lead with TBS: consolidating and publishing GC contracting data | Year 1 | Year 1 |
Internal resource:
|
Complete |
| Contract data on open.canada.ca | Acquisition Branch | Release and increase level of detail disclosed on contracts >10 K | Year 1 | Year 2 |
Internal resource:
|
Not started | ||
| Guidelines on contracting consistency | Acquisition Branch | Provide input to development of guidelines to increase open contracting consistency | Year 1 | Year 3 |
Internal resource:
|
In progress | ||
| Open Contracting Data Standard | Acquisition Branch | Pilot Open Contracting Data Standard 0.3.3 on BuyandSell.gc.ca for PWGSC awarded federal contracts | Year 1 | Year 1 |
Internal resource:
|
Complete | ||
| APOGC4 | Open Information on Budgets and Expenditures | GC budget and expenditure information published on open.canada.ca | Accounting, Banking and Compensation Branch/ Acquisition Branch | Contribute to broadening budget and expenditure information published | Year 1 | Year 3 |
Internal resource:
|
In progress |
| APOGC6 | Open Information Core Commitment | Policy, Planning and Communications Branch | Participate in ATIP aspect of buy online project | Year 1 | Year 3 |
Internal resource:
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Not started | |
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Annex A - Key Terms
- Open Data
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Open Data is defined as structured data that is machine-readable, freely shared, used and built on without restrictions. Footnote 2
- Open Information
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Open Information is about proactively releasing information, including on Government activities, to Canadians on an ongoing basis. It is about proactively making Government information easier to find and accessible for Canadians and refers to unstructured information such as reports. Footnote 3
- Open Dialogue
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Open Dialogue is the opportunity for all Canadians to weigh in and help guide the Government of Canada’s efforts towards increased transparency, public engagement and improved access, giving Canadians a stronger say in Government policies and priorities and expanding engagement through Web 2.0 technologies. Footnote 4
- EKIMS
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The Enterprise Knowledge and Information Management (EKIM) Strategy was approved by the Deputy Minister Management Committee (DMMC) January 16, 2012. PWGSC’s strategic direction is towards a knowledge oriented culture and workplace through an optimized Enterprise Knowledge and Information Management (EKIM) program that supports and accelerates the departmental vision of "excellence in service delivery and government operations". This strategy describes the directions and objectives to achieve the EKIM vision.
- DIMC
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Departmental Information Management Committee (DIMC) ensures work conducted across PWGSC is consistent with the EKIM Strategy, the departmental IM/IT Strategic Plan and objectives for IM and GC policy and direction.
- DGISC
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Director General IM/IT Steering Committee (DGISC) is a forum for business direction and guidance on departmental IM/IT strategies, investments and services in support of PWGSC’s strategic and operational objectives and GC priorities.
Annex B - List of the GC’s 12 Open Government Action Plan Commitments
Open Government Foundation – Open by Default Commitment:
Commitment 1.0 Open Government Directive
Lead: Treasury Board Secretariat
The objective of the TBS Directive on Open Government is to maximize the release of government information and data of business value to support transparency, accountability, citizen engagement and socioeconomic benefits through reuse, subject to applicable restrictions associated with privacy, confidentiality and security and includes the following requirements summarized below:
- 6.1 Maximize the release of open data and open information
- 6.2 Publish in an accessible and reusable formats
- 6.3 Develop and maintain inventories of information and data
- 6.4 Publish, implement and maintain an OGIP
- 6.5 Remove access restrictions on IREVs
- 6.6 Incorporate OG requirements into new plans
- 7. Monitoring and Reporting
Issued October 9, 2014 the Directive will be implemented over a five-year period to ensure time for departments to meet the requirements.
Open Data Commitments:
Commitment 2.0 Open Data Canada
Lead: Treasury Board Secretariat
The Government of Canada will work with provinces, territories, and municipalities to break down barriers to integrated, pan-Canadian open data services through the establishment of common principles, standards, licensing across all levels of government.
Commitment 3.0 Open Data Exchange (ODX)
Lead: Federal Economic Development Agency for Southern Ontario
The Government of Canada will establish an open data institute to support collaboration among the private sector, academia, and government to promote the commercialization of open data.
Commitment 4.0 Open Data for Development (OD4D)
Lead: International Development Research Centre
The Government of Canada will work together with developing countries to harness the potential of open data to enhance accountability, create new solutions for delivery of public services, and create new economic opportunities around the world.
Commitment 5.0 Open Data Core Commitment
Lead: Treasury Board Secretariat
The Government of Canada will continue to unlock the potential of open data through a series of innovative and forward-looking projects that drive government-wide progress on open data and prioritize easy access to high-value federal data.
Open Information Commitments:
Commitment 6.0 Open Science
Leads: Environment Canada, Industry Canada
The Government of Canada will maximize access to federally-funded scientific research to encourage greater collaboration and engagement with the scientific community, the private sector, and the public.
Commitment 7.0 Mandatory Reporting on Extractives
Lead: Natural Resources Canada
The Government of Canada will establish reporting standards for Canadian mining, oil, and gas companies, based in legislation; in order to enhance transparency and accountability in natural resource development everywhere Canadian extractive companies operate.
Commitment 8.0 Open Contracting
Leads: Treasury Board Secretariat and PWGSC
The Government of Canada will coordinate single-window access to a broad range of open contracting information from across federal departments.
Commitment 9.0 Open Information on Budgets and Expenditures
Lead: Treasury Board Secretariat
The Government of Canada will publish expanded information and data on federal spending to help Canadians understand, and hold government accountable for, the use of public monies.
Commitment 10.0 Digital Literacy
Lead: Employment and Social Development Canada
The Government of Canada will support the development of tools, training resources, and other initiatives to help Canadians acquire the essential skills needed to access, understand, and use digital information and new technologies.
Commitment 11.0 Open Information Core Commitment
Leads: Treasury Board Secretariat, Library and Archives, National Research Council Canada
The Government of Canada will expand the proactive release of information on government activities, programs, policies, and services, making information easier to find, access, and use.
Open Dialogue Commitments:
Commitment 12.0 Open Dialogue Commitment
Leads: Treasury Board Secretariat, Privy Council Office
The Government of Canada will provide direction, tools, and resources to enable federal departments and agencies to consult more broadly with citizens and civil society in support of the development and delivery of government policies and programs.