Information Management Results in the 2014-15 Departmental Performance Reports

February 3, 2016

On January 25, 2016, Scott Brison, President of the Treasury Board, tabled the 2014-15 Departmental Performance Reports on behalf of 93 federal departments and agencies.

Departmental Performance Reports are a measure of how well individual organizations met their plans and expected results as set out in their respective annual Reports on Plans and Priorities, including those for internal services.

Below are the information management related results as identified by individual departments and agencies.

Agriculture and Agri-Food Canada

Analysis of Programs by Strategic Outcome

• Internal Services
  • To support the Government of Canada Email Transformation Initiative, the Department has complied with the requirement to reduce and maintain all e-mail boxes under two gigabytes of information. The migration timelines will be coordinated according to Shared Service Canada’s plan. The proper disposal of information held by the government has been one of the contributing factors in the Department achieving an acceptable rating from the Treasury Board of Canada Secretariat in Recordkeeping practices reviewed under the Management Accountability Framework assessment. A process has been developed for information lifecycle management, which includes the proper identification and storage of information with appropriate disposition methods.

Canada Border Services Agency

Analysis of Programs by Strategic Outcome

• Internal Services
  • The Agency continues to support the Government of Canada’s Open Data Initiative in which government data and information is made freely available to the public in order to promote greater openness, transparency, collaboration, and innovation. Understanding that data and information held by the Agency belongs to Canadians, the CBSA released datasets covering BWT, Travellers and Conveyances, and Annual Removals completed by Regions in 2014–15. All datasets released under the Open Government Action Plan are available on Canada’s Open Data Portal.

Canada Revenue Agency

Organizational Priorities

• Service
  • The CRA’s approach to service transformation is fully aligned with government of Canada priorities, and aims to improve the way we serve Canadians, increasing the number and uptake of digital services, and reducing red tape. We focus on making it easier for those who want to comply with their tax obligations and difficult for those who do not, while meeting the highest standards of integrity and security. In 2014-2015, the Agency concentrated on using technology to expand digital services and keep pace with the evolving needs of Canadians.
  • We improved service in 2014-2015 by:
    • working with the Treasury Board Secretariat to advance the Web Renewal Initiative, which will provide Canadians with one comprehensive online resource for all government information. In 2014-2015, the Agency produced eight new topic landing pages and began reviewing, rewriting, and reorganizing CRA Web content to be ready for future migration to the central website, Canada.ca.

Analysis of Programs by Strategic Outcome

• Internal Services
  • Access to information and privacy
    • Canadian taxpayers have the right to privacy and can expect us to protect and manage the confidentiality of their personal and financial information in accordance with the laws we administer, such as the Income Tax Act, the Excise Tax Act, the Excise Act, 2001, and the Privacy Act. Only employees who need taxpayer information to administer programs and legislation are given access to it. Taxpayers who feel their right to privacy and confidentiality has not been respected can file a complaint through the CRA’s Service Complaint process (www.cra.gc.ca/complaints). Further recourse is available through the Privacy Commissioner of Canada.
    • The CRA’s Chief Privacy Officer oversees privacy management and makes sure accountabilities, responsibilities, and activities related to privacy are reinforced and communicated across the CRA. All employees in all parts of the organization share the responsibility for managing privacy. Key goals and accountability for achieving them are assigned to specific areas within the CRA under the oversight of the Chief Privacy Officer. The goals and initiatives are linked to requirements of the Treasury Board Secretariat. The Chief Privacy Officer briefs senior management at least twice a year on the state of privacy management at the CRA.
    • The CRA historically ranks in the top three government departments for the number of access to information requests it receives and pages it processes. We received 5,539 requests and processed 1,942,868 pages in 2014-2015.
    • In its 2013 audit of the CRA’s privacy management framework, the Office of the Privacy Commissioner recommended the CRA complete and approve privacy impact assessments before implementing any new program or initiative involving potential privacy risks to taxpayer information. In response, the CRA created a risk-based privacy impact assessment plan to align with its program alignment architecture. The plan, which is renewed and updated as necessary, now includes 40 assessments.
    • The CRA has developed a plan to enhance controls within the CRA’s Access to Information and Privacy (ATIP) operations. Enhancements focus on three broad areas: operational processes, communications and training, and accountabilities. Many of these activities have already been implemented, including role-specific training and mandatory security training for ATIP employees, strengthened quality assurance, and additional protocols for processing a request. The CRA also initiated a third-party independent review of its access to information and privacy management frameworks which took place in the last quarter of 2014-2015. The findings were positive, and observations included: ATIP policies and procedures are up to date, well-communicated, and implemented; password policies are in place; the ATIP redaction system has a strong audit function; and there is a strong culture of communications, support, and coaching. Recommendations from the review build on these existing strengths and will be implemented over the next 12 to 24 months.

Canada School of Public Service

Organizational Priorities

• A relevant curriculum that meets the needs of public service organizations and employees
  • In keeping with the enterprise-wide, integrated approach to learning, the School advanced key initiatives to enhance engagement and collaboration across the public service in support of government-wide priorities. The School’s activities included the following:
    • Collaborating with the Enterprise Program Management Office at Public Works and Government Services Canada to develop a suite of course offerings on GCDOCS, the Government of Canada’s enterprise-wide content management tool.

Analysis of Programs by Strategic Outcome

• Program 1.1: Foundational Learning
  • Foundational Development: Building Common Knowledge, Skills and Competencies for a Career in the Public Service
    • Foundational development lays the groundwork for a common public service culture of high performance based on shared values, ethics and priorities, a culture that empowers public service employees to effectively manage change.
    • The security community in the federal public service plays a vital role in ensuring that government information, assets and services are protected against compromise and individuals are protected against workplace violence. In support of the Treasury Board Policy on Government Security and an enterprise-wide awareness and understanding of security, the School launched its new online Security Awareness course, which was developed in collaboration with the security community across government to support a standardized approach to employee security awareness. Over the course of the year, the School delivered security-related training to more than 40,000 registered learners.
    • The School collaborated with the Enterprise Program Management Office at Public Works and Government Services Canada to develop a suite of offerings on GCDOCS, the Government of Canada’s enterprise-wide content management tool. In 2014–15, the School delivered GCDOCS training to nearly 18,000 registered learners to support members of the information management community and other public service employees as they transition to the new system.
• Internal Services
  • In support of its renewal, the School undertook the following activities:
    • Supporting the enterprise-wide Email Transformation Initiative, which will consolidate and modernize email services to reduce costs, increase security and enhance program delivery to Canadians.
    • Completing the internal deployment of GCDOCS, the Government of Canada’s enterprise-wide content management tool, and arranging training for employees.

Canadian International Trade Tribunal

Organizational Priorities

• Service
  • The following progress has been made over the seven months:
    • Plans for a new corporate Information Management system as well as planned IT initiatives were put aside with the creation of the ATSSC.
    • The CITT revamped its website with a more robust search engine and published updated guidelines.

Analysis of Programs by Strategic Outcome

• Internal Services
  • The CITT implemented a wholesale renewal of its website. Important content changes and up- dates were made (e.g., the CITT’s forms and guidelines), with a view to making the website more user-friendly and the content more relevant. To deal with the elevated case load, certain positions in Internal Services were reallocated to core operations. Other internal services initiatives, including the implementation of a new IM system, were put aside with the pending creation of the ATSSC.

Canadian Environmental Assessment Agency

Analysis of Programs by Strategic Outcome

• Internal Services
  • The Agency made significant progress on its back-office transformation, implementing Government of Canada common human resource, information management (IM), and financial management systems in order to achieve future cost and IM efficiencies.
  • A new governance system for IM and information technology (IT) was established to allow fuller engagement, better information sharing, and shared decision-making across the Agency on significant investments on IM/IT-related projects. The Agency also advanced its IM maturity including compliance with the Treasury Board’s Recordkeeping Self-Assessment Tool goals for 2014–15, due to an investment in additional IM resources.
  • The Agency modernized its approach for openness and public engagement, and, subsequent to implementing a social media presence, issued its first “tweet”, via Twitter, in March 2015. Preparations also continued for migrating the Agency’s online content through the Government of Canada’s Web Renewal Initiative.

Canadian Food Inspection Agency

Analysis of Programs by Strategic Outcome

• Internal Services
  • Progress on Government Record Keeping Directive
    • Made progress on compliance with the Treasury Board Directive on Record Keeping, including:
      • Implemented a progressive email storage quota during 2014/15, moving from 5GB to 3GB as the Agency moves towards the 2GB standard in 2015/16;
      • Integrated information management governance with Agency governance, providing senior management with visibility and providing a mechanism to embed good information management practices in day-to-day business.
  • Progress on Access to Information and Privacy (ATIP) Requests
    • In 2014-15, the Access to Information and Privacy Office released information for 358 requests, thereby eliminating most of the backlog, including approximately 107 late requests.

Canadian Heritage

Organizational Priorities

• A Prosperous Cultural Sector: Advancing opportunities in a global and digital era
  • In its efforts to enable museums to take full advantage of digital technologies, the Canadian Heritage Information Network (CHIN) developed a Health Check Tool for heritage institutions to “take the pulse” of their digital projects. In 2014–15, CHIN initiated partnerships with museums to develop digital preservation policies, plans and case studies for small-to-medium sized museums.
  • The Department supported the development of Canada’s positions pertaining to copyright and cultural policy in international trade negotiations. This was achieved notably through the delivery of expert advice ensuring that Canada’s approach to international trade liberalization provides sufficient flexibility to effectively represent Canadian cultural interests, including in the digital environment. On the world stage, the Department also continued to advance audiovisual coproduction negotiations with partners.
  • In 2014–15, the Department completed the implementation of the Copyright Modernization Act. The final provisions dealing with notice-and-notice came into force on January 2, 2015, so that copyright owners now have a tool to enforce their rights, while also respecting the interests and freedoms of users.

Analysis of Programs by Strategic Outcome

• Sub-Program 1.2.8: Copyright and International Trade Policy
  • The Sub-Program provided timely and relevant Canadian copyright policy advice and information to support policies and initiatives designed to ensure that the Canadian copyright regime remains responsive to changes in the domestic and international environments. Specifically, the final provisions of the Copyright Modernization Act were brought into force in January 2015, establishing in law the obligations for Internet Service Providers to play an important role in deterring copyright infringement by passing along notices of alleged infringement sent by rights holders to their subscribers.
  • The Copyright and International Trade Policy Sub-Program contributed to the organizational priority A Prosperous Cultural Sector by supporting Canada’s international trade agenda and contributing to the development and implementation of international norms on copyright and culture. In 2014–15, the Sub-Program provided expert advice to the Department of Foreign Affairs, Trade and Development on Canadian copyright and cultural interests in the context of international trade negotiations, in particular the Comprehensive Economic and Trade Agreement with the European Union and the Canada-Korea Free-Trade agreement, which were both concluded. In addition to regular consultations with cultural stakeholders on international copyright discussions, the Department, along with the Department of Foreign Affairs, Trade and Development, hosted meetings of the Ad Hoc Cultural Sector Advisory Group on International Trade to inform Canada’s positions and discuss issue of interest in current and future trade negotiations with respect to culture.
• Sub-Program 1.3.1: Museums Assistance Program
  • The Museums Assistance Sub-Program (MAP) provides funding that fosters excellence in museum activities and facilitates access to the treasures of our collective heritage. In 2014–15, MAP surpassed its first two targets by 25% and 22.5%, respectively. The percentage of recipients reporting a positive impact on key museum functions and on heritage preservation was respectively 100% and 98%. While the first result reached 100% for a second year, it represents a slight increase from the 98.5% in 2012–13. The second result represents an increase of 11% from the 88% in 2013–14 (80% in 2012–13). MAP supported 129 venues to present exhibitions and over 582 related public programming products/activities in 2014–15: 158% above target, a 115% increase from the 60 venues of 2013–14, and 180% from the 46 venues of 2012–13. The increased number of venues appears to be a result of the 2013–14 decision to open the Sub-Program by removing the out-of-province/territory circulation requirement. This target has been increased for 2015–16.
  • For example, in support of the organizational priority Celebrating our History and Heritage, Young Canada Works at Building Careers in Heritage funded an internship for a student to work for Guelph Museums on a project to refurbish the McCrae House (birthplace of Lt. John McCrae, author of “In Flanders Fields”), and to assist with the development and implementation of commemoration programming in recognition of the 100th anniversary of the First World War. MAP helped designated organizations acquire important cultural property related to Canada’s heritage. For example, a Movable Cultural Property (MCP) grant allowed the Mendel Art Gallery in Saskatoon, Saskatchewan to acquire 15 paintings by Saskatchewan artists: Sheldon-Williams, Kenderdine and Henderson. The purchase and repatriation of these paintings will contribute to making available to the Canadian public cultural property of outstanding significance and national importance.
  • An evaluation of the Young Canada Works Initiative (YCW), covering the period from 2008–09 to 2012–13, was completed in 2015. The four YCW components are managed by two of the Department’s branches (the Heritage Policy and Programs Branch and the Official Languages Branch). Evidence demonstrated a continuing need for the YCW Initiative and an alignment with PCH priorities and broader government priorities related to economic growth and skills development. Youth participants gained practical and relevant work experience; acquired a wide range of general and heritage specific skills; and were provided with the opportunity to practice their second official language while earning an income. The evaluation recommended improvement to the administrative efficiency of the Sub-Program as well as measures to better meet the increasing demand from youth.
• Sub-Program 1.3.3: Canadian Heritage Information Network
  • In 2014, $4.2 million of the Virtual Museum of Canada’s (VMC) $6.2 million budget was made ongoing. Funding and responsibility for the VMC were transferred from CHIN to the Canadian Museum of History (CMH). The transfer of records, digital assets, technology and related knowledge was completed in September, 2014. As a result, VMC–related results, indicators, targets and key initiatives identified prior to the transfer ceased to be applicable to CHIN.
  • For the remainder of 2014–15, CHIN focused on continuing to provide tools and guidance that enable Canadian museums to adopt digital technologies that will help them to connect with each other and with more Canadians. CHIN’s online professional resources received 890,000 visits, below the target by 32%. This result is a consequence of the transfer, which had technical impacts and required that professional content connected with the VMC be removed from CHIN’s website. Future targets have been adjusted.
  • CHIN contributed to the organizational priority A Prosperous Cultural Sector with its professional events, which were attended by 219 museum professionals and volunteers. CHIN provided presentations and workshops on digital preservation, digital asset management and the cataloguing of collections. CHIN also published online guidance on topics ranging from documentation standards to podcasting, social media, digitization and the sustainability of cultural digital content.
  • An evaluation of CHIN spanning 2008–09 to 2012–13 was conducted in 2014–15. It concluded that there is a continuing need to support Canadian museums and heritage organizations to enable them to adopt new technologies. CHIN has made progress towards achieving its expected outcomes in the areas related to improving the capacity of participating museums and heritage institutions. In the fall of 2014, CHIN held a series of focus groups with professionals and volunteers, followed by an online survey of museums across Canada, to help determine which resources or areas of expertise merit the greatest attention in the coming years.
• Sub-Program 1.3.4: Canadian Conservation Institute
  • In 2014–15, the Canadian Conservation Institute (CCI) surpassed its target by 40% for research and development activities by publishing 11 peer-reviewed articles in scientific and professional journals, an increase of 57% from 7 in 2013–14 (8 in 2012–13). This increase is due to CCI senior scientists and senior conservators concluding major projects and publishing their results in 2014–15. In particular, CCI received a positive response from the scientific and conservation community in Canada and abroad for research on Canadian amber and its organic chemistry characterization and the final research report of 27 poly(vinyl acetate) and 25 acrylic adhesives.
  • More than 339,000 users accessed CCI learning materials online, including 338,919 unique visitors and 434 workshop participants, surpassing the target by 126%. However, this result represents a decrease of 32%, compared to last year’s 498,925 (305,761 in 2012–13). This downward trend is due to changes to the web-site which increased accessibility and searchability of the information but disrupted historic visit patterns. In addition, the website experienced several prolonged interruptions in service. Technical problems should be resolved with the transfer of the CCI web information to the Canada.ca site by 2016–17.
  • CCI delivered more than 220 conservation services to 150 heritage institutions, exceeding the target by 15%. This result represents a 9.5% increase from the 137 institutions in 2013–14 (3% from the 146 institutions in 2012–13). Canadian heritage institutions expressed their overall satisfaction by 95% and 92% of them reported that they are very satisfied with the quality of services provided by CCI.
    CCI continued to contribute to the organizational priority Celebrating our History and Heritage. For instance, more than 30 heritage objects and collections related to the 150th anniversary of Confederation benefited from CCI conservation treatments. Examples include the treatment of Second World War objects such as a fingerprint ID card, a forged ID card and a protective passport called a Shuts-pass; and treatment of an albumen photographic print of Young Adelaide Hunter related to the 100th Canadian Women’s suffrage commemorations.
  • As part of the Memorandum of Understanding signed with the Parliamentary Precinct Branch of Public Works and Government Services Canada (PWGSC) in 2014, CCI developed a Heritage assets Feasibility Study, which will be used in the design development of the Centre Block Major Crown Project, including cost evidence for the Centre Block. This collaboration with the Parliamentary Precinct Branch of PWGSC underlines the commitment of the Department of Canadian Heritage to support the conservation of this Classified Federal Heritage Building of exceptional national significance.
  • Another example of this commitment is the design of adjustable mounts by CCI for the Books of Remembrance in the Memorial Chamber at Parliament, following the condition assessment and conservation recommendations made by CCI for these 7 books of national significance. The completed mounts were installed for Remembrance Day of 2014, with the new adjustable system adapted to the unique dimensions of each book.
• Internal Services
  • The Department continued with the implementation of the Recordkeeping Modernization Initiative which includes a standardized information classification system for the management of digital records, and a department-wide review of digital information holdings. The Department worked with Shared Services Canada (SSC) on the E-mail Transformation Initiative. Due to its effective management of the clean-up of e-mail accounts and archives a reduction of 66% of megabytes of data was achieved. This led SSC to recommend Canadian Heritage to be among the first organizations to migrate to the new Government of Canada e-mail system.
  • As the lead for Canada.ca’s culture, history and sport themes, the Department collaborated with central agencies and institutions that publish related web content. An information architecture for web content was developed, thus ensuring migration readiness of all Canadian Heritage programs by the end of 2015–16. Canada.ca standards have been applied to the Department’s web content for special major events from 2015, the Year of Sport in Canada to Canada Day in the Capital to the 150th anniversary of Confederation.

Canadian Institutes of Health Research

Analysis of Programs by Strategic Outcome

• Internal Services
  • As part of larger Government of Canada commitments, CIHR completed its implementation of GCDocs across the organization using a functional based classification approach as well as establishing proper retention and disposition schedules for all information saved. CIHR also conducted a requirement analysis to implement TBS’s Standard on Email Management as part of the Government of Canada Email Management Initiatives and developed an implementation plan within TBS deadlines. Finally, using CIHR’s Enterprise Architecture Framework created in November 2013, a detailed enterprise architecture was completed for the Reforms of the Open Suite of programs and peer review processes in 2014–15; work is ongoing to complete a detailed enterprise architecture for the remainder of CIHR’s programs.

Canadian Northern Economic Development Agency

Analysis of Programs by Strategic Outcome

• Internal Services
  • CanNor was not part of the transfer to the government-wide email and document management systems in 2014–15. Internal preparations have been adjusted to reflect the new transfer date in Fall of 2015.
  • The Agency updated its website to add improved and detailed information for its clients on program applications and business tools, including application forms, program terms and conditions, and service standards. CanNor actively participated in collaboration with other government departments, in the work to migrate its web content to the new Canada.ca site, with a view to ensuring that its role as a hub for northern information, programs and services would feature prominently. The Agency initiated work to improve its intranet site to make collaboration tools more accessible, and promote information sharing across regions and teams.

Canadian Radio-television and Telecommunications Commission

Organizational Priorities

• Building a high-performing organization
  • The CRTC is committed to building a high-performing organization to achieve management excellence and has made important progress in delivering more efficient and effective services and business processes. Key progress accomplished by the CRTC includes:
    • Undertook a pilot project to make CRTC data more accessible to Canadians on the Government of Canada’s Open Data Portal as part of the Directive on Open Government
    • Modernized information management practices: the Treasury Board of Canada Directive on Recordkeeping was successfully implemented, as were plans to improve the access to information and privacy (ATIP) process, including training sessions for staff on both the ATIP process and the CRTC’s document management system

Canadian Space Agency

Analysis of Programs by Strategic Outcome

• Internal Services
  • Also in 2014–15, the CSA completed its first transfer of historical documents to Library and Archives Canada. This transfer will allow Canadians to trace back the history of the CSA‘s major projects and its relations with its partners.

Canadian Transportation Agency

Organizational Priorities

• High-Performing Organization
  • This year, the Agency adopted guiding principles for going paperless. As a knowledge-based organization, how the Agency manages and communicates information is critical to delivering effective services. Going paperless facilitates the processing and management of information and supports the Agency in becoming more agile and responsive. It also supports a decrease in the government’s environmental footprint.
  • Finally, a knowledge management guide was developed and made available to employees on the Agency’s intranet site in 2014-2015. This guide aims to promote a culture of knowledge transfer and the adoption of associated measures and behaviours.

Analysis of Programs by Strategic Outcome

• Internal Services
  • In 2014-2015, the Agency implemented a function-based file plan, which represented the beginning of the transition to electronic recordkeeping, and rolled out wireless internet access across the organization that enabled more efficient, streamlined operations as a modern organization.
  • Knowledge transfer is crucial to the Agency. In 2014-2015, the Agency’s knowledge management efforts focused on improving performance and sharing lessons learned. Knowledge management has also served as an enabler for continuous learning and was used to form part of the Agency’s current learning roadmaps. The Agency developed a knowledge management guide that outlines practical ways to transfer knowledge.

Citizenship and Immigration Canada

Analysis of Programs by Strategic Outcome

• Internal Services
  • In autumn 2014, CIC transitioned from its previous records management system to the Government of Canada’s standard electronic document and records management solution, GCDOCS. This secure system is more streamlined, facilitates collaboration across the Department and allows officials to share and manage the Department’s information assets easier than ever.

Employment and Social Development Canada

Organizational Priorities

• Business Transformation and Modernization of Core Business
  • Continue to strengthen identity, privacy and information management
    • The Department continued to make important progress on the implementation of its privacy priorities to promote a proactive, risk-based approach to privacy management and to nurture an organizational culture committed to the stewardship of information.
    • In compliance with the Treasury Board Secretariat Directive on Recordkeeping and its Record Keeping Self-Assessment tool, ESDC is continuing to move towards the implementation of the Electronic Document and Records Management Solution, scheduled for completion in 2017.
    • In addition, ESDC worked with Library and Archives Canada to develop and issue a new Department-wide disposition authority granting ESDC full authority to dispose of documents as of March 30, 2015. Work continued across the Department to develop and validate retention schedules, assess information resources of enduring value, and create a tool to track and plan for department-wide disposition.
  • Advance the whole Government of Canada Web presence
    • Web Management at ESDC
      • Service Canada is now managing the ESDC Portfolio Web presence (ESDC, Labour Program and Service Canada), along with leading on two themes on behalf of all of the Government of Canada: Jobs and the Workplace and Benefits.
    • Web Renewal and the whole Government of Canada Web presence
      • Service Canada is the Principal Publisher for the Government of Canada, supporting the Government of Canada’s Web presence. In 2014–15, Service Canada made significant progress in establishing the Principal Publisher function to support the consolidation and migration of social media and Web content and to provide a consistent and unified user experience to Canadians. The Social Media Account Management Service was procured, and is in live production pilot mode with about 50 Government of Canada organizations currently using the tool. Since the launch of the new and integrated website (Canada.ca) in December 2013 as part of the Web Renewal initiative, quarterly releases have taken place to expand and improve the site based on user feedback and research. Service Canada, working with Treasury Board Secretariat, will continue improving Canada.ca and will make a new outsourced managed Web service available to all departments to complete the migration of their content to the new site by December 2016. Finally, in conjunction with the Treasury Board Secretariat, ESDC serves as lead on external communications and as lead spokesperson on the Government of Canada Web presence. The ESDC Web standards and other products and templates are considered as potential models and best practices, and are being shared with other departments and agencies.
  • Support public access to government data and information through Open Government activities
    • Open Government supports broadening public access to government data and information, ensuring transparency and accountability, and strengthening citizen engagement in activities of government. Significant progress has been made on various fronts for the Open Government Initiative and activities tied to Canada’s Action Plan on Open Government:
      • The Department took the lead on the “Digital Literacy” commitment in the 2014 Action Plan on Open Government, supporting 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. During 2014–15, the Department continued its detailed analyses of the results from the OECD’s 2012 Programme for the International Assessment of Adult Competencies. In addition, ESDC funded two organizations to develop online training materials that will enable individuals to assess and improve their digital literacy skills.
      • In 2014–15, the Department participated in the 2015 Canadian Open Data Experience (CODE) app-athon; this national open data competition is part of the Open Data Core Commitment in Canada’s Action Plan on Open Government 2014–16. ESDC representatives participated as part of the VIP Hub located in Montreal and in the Expert Center and Partner Hub located in Ottawa, liaising and working with CODE participants and fielding general questions on open data and specific questions about ESDC open data.
      • Throughout the fiscal year, the Department released an additional 39 datasets to the Open Data Portal, bringing the total number of ESDC datasets to 71. Of the 39 datasets released during the fiscal year, 21 were released in the weeks leading up to CODE 2015. The Department’s datasets were among the most accessed data during the CODE event and were part of the winning team’s app developed during the 48-hour “app-athon”.
      • In 2014–15, the Department participated in the Government of Canada Access to Information and Privacy (ATIP) online request project, aimed at expediting ATIP requests. During the fiscal year, over 500 requests were made using the online platform. The Department also publishes searchable summaries of completed Access to Information through the Open Government portal. These initiatives are intended to increase awareness among Canadians about government activities and operations.
• Building a High-Performing Organization
  • Continue to modernize systems and processes to strengthen information management and to update the Department’s information technology infrastructure
  • In 2014–15, ESDC undertook a number of business automation projects to modernize its tools and technologies, including repatriation of the Job Bank application, implementation of the Departmental Service Bus with Treasury Board Secretariats, establishment of an ESDC case management framework, and establishment of a corporate correspondence tool. ESDC also continued modernizing the ongoing multi-year (2013–17) implementation of the Electronic Document and Records Management Solution.

Analysis of Programs by Strategic Outcome

• Internal Services
  • Improve Information Management and Move Towards Compliance with the Recordkeeping Directive by 2015
    • Over the course of this past year, significant Information Management efforts have taken place across the Department as branches/regions move forward with action plans to achieve compliance with TBS Directive on Recordkeeping. In February 2015, a revised module-based approach to the Electronic Document and Records Management Solution (EDRMS) project planning was introduced to ensure departmental readiness and compliance. Also, EDRMS technology and onboarding processes were piloted and completed with the Corporate Secretariat in June 2015. The EDRMS is a multi-year Investment Management Process (IMP) project (2013–17) and the Department is currently going for Gate 3a approval as of August 24, 2015.
    • In addition, ESDC worked with Library and Archives Canada to develop and issue a new Department-wide Disposition Authority on March 30, 2015, granting ESDC full authority to dispose of documents. Work continues with branches and regions to develop and validate retention schedules, assess information resources of enduring value and a tool to track and plan disposition across the department.
  • Continue to Advance the Department’s Commitment to Privacy Management
    • Key progress or results of the 2014–15 Privacy Management Action Plan priorities include the following:
      • ESDC made progress on elements of the information sharing arrangement workplan which included: collaboration with responsible branches and regions to review and triage arrangements based on potential risk to personal information; and an update of the Department’s inventory of information sharing arrangements.
      • ESDC, to support the implementation of Departmental Policy on Privacy Management, developed a new Directive on Privacy Impact Assessments and updated a directive/guidance, How to Respond to Security Incidents Involving Personal Information (Privacy Breach).
      • ESDC made progress on refreshing the program-led privacy action plans which included: convening working groups to coordinate branch efforts on risk assessment, workplan development, implementation, and reporting of progress; updating privacy risk methodology; and holding a series of workshops to discuss the next generation of refreshed action plans.
      • ESDC continued to prioritize improvements to build and mature its privacy impact assessment process and privacy and security risk assessment activities. Seven privacy impact assessments were completed in 2014–15; however, a significant volume of privacy impact assessments were also in various stages of development and required sustained attention.
      • ESDC, through the Privacy and Information Security Committee, developed and implemented its annual integrated privacy and security workplan to support the strategic planning and implementation of the Department’s privacy and security priorities. ESDC continued to update its internal Stewardship of Information web site with information on the related themes of privacy, information management, physical, personnel, and information security, information technology security, and values and ethics. ESDC convened a Privacy Awareness Week from May 4 to May 10, 2014. On January 28, 2015, ESDC celebrated Data Privacy Day. Corporate messages were sent to employees to raise awareness of their roles and responsibilities for the protection of personal information. Mandatory training on the Stewardship of Information and Effective Workplace Behaviours continued in 2014–15 with 13,800 employees completing the online course. In addition, 1,356 employees completed the online training module entitled Privacy and Access to Information – It’s Everybody’s Business.

Environment Canada

Analysis of Programs by Strategic Outcome

• Internal Services
  • Worked closely with partner organizations to prepare content for migration to the site, as theme lead for the Environment and Natural Resources section on the newly created canada.ca.
  • Improved the usability of the Department’s intranet site, reducing content by 75% and introducing a structure that makes content easier to find.

Federal Economic Development Agency for Southern Ontario

Organizational Priorities

• Continuing to Strengthen our Internal Support Services
  • To support more active and efficient records management and improve its internal recordkeeping capacity, FedDev Ontario finalized its implementation of GCDOCS – an internal information management system – and undertook an inventory of all records of business value in advance of FedDev Ontario’s move of its headquarters in 2015–16.
  • FedDev Ontario worked in collaboration with the Web Renewal and Web Standards Office of the Treasury Board Secretariat to complete enhancements to its web presence in advance of migration of the Agency’s email system to canada.ca.

Finance Canada

Analysis of Programs by Strategic Outcome

• Internal Services
  • A recordkeeping implementation plan has been developed to advance departmental compliance with the Treasury Board Directive on Recordkeeping. The Department is identifying resource requirements for executing the implementation plan and advancing recordkeeping maturity. Full compliance is dependent on the implementation of an Electronic Documents and Records Management System.

Financial Transactions and Reports Analysis Centre of Canada

Organizational Priorities

• Leverage advancements in information technology as FINTRAC seeks to transform its business processes
  • The Centre also continued to implement the Government of Canada information management lifecycle to comply with the Treasury Board Secretariat Record Keeping Initiative. During the year, FINTRAC implemented an information management strategy to strengthen its information governance, finished the process of identifying all information records of business value and finalized disposition schedules for all of its information holdings.

Fisheries and Oceans Canada

Organizational Priorities

• Advancing management and operational excellence to modernize and continually improve the design and delivery of programs and services, as a means of efficiently using resources while providing better results for Canadians.
  • Improved information management through:
    • Continued implementation of the Directive on Recordkeeping initiative; and
    • Implementation of Shared Services Canada’s Email Transformation Initiative in support of the Government of Canada’s move towards one email system.
  • Continued to effectively manage the Department’s digital presence to ensure an integrated approach to delivering services and information to Canadians and stakeholders that are client-focussed, cost effective and will ensure a successful migration to a single Government of Canada site.

Foreign Affairs and International Trade Canada

Analysis of Programs by Strategic Outcome

• Internal Services
  • In the area of information management, the department finalized an IM strategy for 2014-2017. As indicated in DFATD’s 2014-15 MAF assessment, the department demonstrated expected levels of maturity for IM/IT stewardship with a 76 percent level of compliance with recordkeeping guidelines, 16 percent higher than the Government of Canada average of 60 percent.

Health Canada

Analysis of Programs by Strategic Outcome

• Internal Services
  • Through the Shared Services Partnership advances were made on government-wide modernization and transformation initiatives, including:
    • Assessment of all program areas for level of Record Keeping compliance in preparation for a Government of Canada records management system

Immigration and Refugee Board

Analysis of Programs by Strategic Outcome

• Internal Services
  • The IRB continued to ensure that information technology and information management internal practices were aligned with TBS policies and Shared Services Canada support services in order to support the future implementation of an electronic document management system.

Industry Canada

Organizational Priorities

• Fostering the knowledge-based economy
  • In 2014–15, Industry Canada supported the development of an updated federal Science, Technology and Innovation Strategy. Industry Canada supported engagement with stakeholders and conducted research and analysis to enhance the understanding of domestic and international systems of innovation.
• Ensuring sound management
  • The Department also focused on implementing government-wide transformation initiatives in information technology, information management, finance and human resources management through ongoing initiatives such as Open Government, GCDocs and pay consolidation.

Analysis of Programs by Strategic Outcome

• Program—Community Economic Development
  • Computer and Internet Access
    • The Computers for Schools program distributed 73,257 refurbished computers and laptops to schools, libraries, not-for-profit learning organizations and Indigenous communities in 2014–15. The program also supported internships for 272 youth in the information and communications technologies field. In 2014, the Computers for Schools program received renewed funding of $36 million over four years. As a result, the program approved three-year funding agreements with recipients, to begin in 2015–16. The Youth Internships Program also provided approximately 1,345 young people with job experience in the field of information and communications technologies. The program has currently been extended for an additional year, until the end of 2015–16.
• Internal Services
  • Industry Canada also focused on implementing Government of Canada transformation initiatives in information technology, information management, finance and human resources management, such as Open Government, GCDocs and pay consolidation. The Department created a working group to provide governance, standards and guidelines for data management and to facilitate the identification, determination of eligibility and release of the Department’shigh-value datasets under Open Government. In preparation for the implementation of GCDocs, the Department worked closely with Public Works and Government Services Canada (PWGSC) and other departments that have already implemented the system to benefit from their experience and lessons learned. The Department continued to manage the transfer of pay services to PWGSC in Miramichi, New Brunswick.

Infrastructure Canada

Analysis of Programs by Strategic Outcome

• Internal Services
  • In order to support the Treasury Board Secretariat Directive on Recordkeeping, INFC also completed the Recordkeeping Project, while promoting the use of tools and processes necessary to ensure that information of business value is managed as a strategic asset and in accordance with updated policy requirements and best practices.

Justice Canada

Analysis of Programs by Strategic Outcome

• Internal Services
  • The Department also developed the Information@Justice Strategy and the Digital Workspace Project Portfolio to guide the modernization of departmental information practices by adopting a digital standard that recognizes the importance of information assets and leveraging technology to transform current work practices for better business outcomes, and promote the use of digital legal tools such as Justipedia, the national legal knowledge management portal. Within this context, the Department also modernized its Intranet presence to better engage with employees and meet their information needs.

Military Grievances External Review Committee

Analysis of Programs by Strategic Outcome

• Internal Services
  • MGERC was an early adopter of standard government wide technology including GCDOCs and Peoplesoft.

Military Police Complaints Commission

Analysis of Programs by Strategic Outcome

• Internal Services
  • There has been steady progress meeting the requirements of the government’s Treasury Board Directive on Recordkeeping. IM/IT staff continues to work on the implementation of the Electronic Documents and Records Management System (EDRMS). The IT staff has finished its work setting up the system. Delays establishing the records management component (IM) are due, in part, to staffing challenges. The day-to-day management of MPCC records has been the responsibility of contract staff who are filling in for the Records and Information Management Officer position during a two-year leave.

National Defence

Analysis of Programs by Strategic Outcome

• Internal Services
  • To meet the Treasury Board Secretariat’s milestones for departmental alignment with the Government of Canada web renewal initiative, Defence completed the first steps towards Canada.ca migration, including the implementation of the Department’s institutional profile page and several high-level navigation pages within the national security and defence theme on Canada.ca. Defence also completed and submitted the web renewal initiative content inventory.
  • Until GCDocs has been rolled out to the Department, the TBS Directive on Recordkeeping continues to be addressed by using a risk-based strategy towards achieving compliance. Annual planned recordkeeping targets continue to be achieved.

National Energy Board

Organizational Priorities

• A flexible and efficient organization able to meet new and ongoing priorities
  • The NEB strategically enhanced communication with Canadians throughout the year, including through proactive information sharing and web presence.
  • Information management and information technology strategies were implemented to support regulatory and business processes. The NEB’s approach to data capture, storage, analysis and dissemination continued to evolve this year.

Analysis of Programs by Strategic Outcome

• Internal Services
  • The NEB enhanced communication with Canadians throughout the year, through strategic communications, including proactive information sharing and web presence.
  • The NEB modernized its external website to make information easier to find. Now, regulatory oversight programs, decisions, recommendations and performance records of regulated companies are clearly visible. The NEB improved accessibility for users who require assistive technologies, and created an interface that adapts to mobile device screen sizes. The website also incorporates in-page search capability, and interactive energy market and trade graphs.
  • The NEB launched an online discussion forum that is open to anyone who wants to share views about pipeline safety and environmental protection.
  • Information management and information technology strategies were implemented to support regulatory and business processes. Our approach to data capture, storage, analysis and dissemination continued to evolve.

National Film Board

Analysis of Programs by Strategic Outcome

• Internal Services
  • Launch of a flagship information management project
    • After developing an information management plan in early 2014, the NFB focused its efforts on implementing a multimedia asset management infrastructure that would integrate documents, audiovisual, graphic and bibliographic information into a new system: MAM (Media Asset Management). This innovative tool for viewing, resource sharing and collaboration contains all of the NFB’s audiovisual works. With just a few clicks, staff can now watch a film and download and share a large volume of content of all kinds, including films, photos, promotional materials and other items from the NFB collection.

National Research Council

Organizational Priorities

• Enhance the generation and commercialization of knowledge in Canada by providing integrated scientific support and infrastructure.
  • NRC led a multi-year project to implement the Federal Science Library (FSL) across seven federal government departments. Substantial progress was made during 2014‑15 in building a modern digital service supporting federal science, technology and health initiatives. FSL is an Open Government Action Plan 2.0 commitment.
  • NRC facilitated public access to federal science library collections through partnership with Infotrieve Canada. Canadian clients received over 16,000 documents from these collections in 2014‑15.
  • NRC provided library expertise and service delivery support to 8 federal science based departments and agencies through 12 agreements.

Natural Resources Canada

Organizational Priorities

• Increase the effectiveness and efficiency in NRCan operations
  • The Department has implemented government-wide transformation initiatives:
    • Under Web Renewal, NRCan met all deliverables including supporting each new release of the Canada.ca website.
    • The Department implemented GCDOCS, the new document-management system.

Analysis of Programs by Strategic Outcome

• Internal Services
  • On the information management and technology (IMT) front, NRCan completed the implementation of GCDOCS, the official enterprise document and records management solution for the GC. Senior management receives monthly reports of user adoption metrics, and surveys are also being conducted to measure progress across sectors in adopting and using the system.
  • NRCan has worked with the Treasury Board Secretariat and with the relevant lead departments to support each new release of the Canada.ca Website. NRCan has consistently met every deliverable under Web Renewal and will continue to do so in 2015-2016.

Natural Sciences and Engineering Research Council of Canada

Organizational Priorities

• Knowledge Advantage
  • In 2014-15, NSERC, along with CIHR and SSHRC, announced a harmonized Tri-Agency Open Access Policy on Publications. The new policy builds on the 2010 endorsement of open access principles by all three agencies and reflects the feedback received from the over 200 submissions received in an online consultation held in fall 2013.

Office of the Commissioner for Federal Judicial Affairs Canada

Organizational Priorities

• Information management. The management, retention and distribution of FJA information used in support of the delivery of services to the Canadian judiciary.
  • FJA has continued to implement the Management Action Plan of the Office of the Comptroller General Horizontal Audit on Electronic Record Keeping. Specific actions included updating the information architecture, revising the existing file structures, identifying retention periods and security requirements for Information Resources of Business Value, undertaking a clean-up exercise of legacy information holdings in preparation for the eventual migration to GCDOCS.

Analysis of Programs by Strategic Outcome

• Internal Services
  • Information management. FJA continues implementation of the Management Action Plan on the Office of the Comptroller General Horizontal Audit on Electronic Record Keeping. To date, FJA has updated the Information Architecture, revised the existing file structures, identified all Information Resources of Business Value, identified retention periods and security requirements, and undertaken a clean-up exercise of older legacy information in preparation for the eventual migration to GCDOCS.

Office of the Commissioner of Official Languages

Analysis of Programs by Strategic Outcome

• Internal Services
  • OCOL:
    • is renewing its information management system and maximizing its use in order to give employees better access to information and work tools. While providing an opportunity to modernize current business processes, this also represents an important investment of OCOL’s human and financial resources. Given the scope of the project and the investment required, an audit was begun in February 2015 at management’s request to determine the project status with respect to initial plans;

Office of the Correctional Investigator

Organizational Priorities

• Information management
  • The Office continued with the implementation of several process improvements to support system implementations: a system to better manage Access to Information and Privacy requests; a correspondence tracking tool, and; a new case management system.

Office of the Information Commission of Canada

Organizational Priorities

• A leading access to information regime
  • The Commissioner published a comprehensive report on modernizing the Access to Information Act in March 2015. This was the last key commitment under the 2011–2014 strategic plan left to meet. The report contains 85 recommendations—anchored in over 30 years of experience at the OIC—designed to bring Canada’s freedom of information law into line with the most progressive national and international standards. The Commissioner completed two outstanding systemic investigations. She also published her observations on the health of the access system, based on an analysis of publicly available information on 24 institutions in 2012–2013. In the fall of 2014, the Commissioner wrote to the President of the Treasury Board of Canada to share her perspective on the Government of Canada’s draft Action Plan 2.0 under the Open Government Partnership. Finally, the Commissioner hosted, along with the Privacy Commissioner, a conference for federal, provincial and territorial access to information and privacy commissioners in October 2014.

Office of the Privacy Commissioner of Canada

Analysis of Programs by Strategic Outcome

• Internal Services
  • The Office promoted greater use of technology to enhance the OPC’s knowledge/collaboration environment and to deliver on its mandate. With the launch of our Knowledge Centre, a number of resources were created that could be leveraged to inform and support OPC employees in the conduct of their work.

Office of the Public Sector Integrity Commissioner of Canada

Analysis of Programs by Strategic Outcome

• Internal Services
  • During the year the Office implemented a document management system, RDIMS, to support business processes and to assist in managing digital information, including discovery, preservation, and disposition of records. This system has not been fully adopted and the Office is implementing steps to expand its application.

Parks Canada

Analysis of Programs by Strategic Outcome

• Internal Services
  • In accordance with the Treasury Board Directive on Recordkeeping, Parks Canada business units made good progress identifying and documenting Information Resources of Business Value (IRBV) and associated repositories that support and inform the Agency’s core decision‐making processes and management of programs. Work also began on the development of additional information management controls and planning for the implementation of GCDOCS.

Parole Board of Canada

Analysis of Programs by Strategic Outcome

• Internal Services
  • The PBC’s MAF 2014-15 Departmental Report highlighted some areas of the Board’s strengths, as well as areas to improve. The Board is not yet compliant with the requirements of the Directive on Recordkeeping, and is significantly below the Government of Canada average for planned disposition activities.

Patented Medicine Prices Review Board

Organizational Priorities

• Align internal operational framework of the PMPRB with Central Agency requirements.
  • Complete the development and implementation of an electronic records and information management system to provide relevant and timely information to support decision making
    • Records and Information Management System (RIMS) rolled out to all branches; widely used by PMPRB employees
    • All records are housed in an Relational Data Base Management System

Analysis of Programs by Strategic Outcome

• Internal Services
  • The development and implementation of the electronic document management system, RIMS was completed. All branches are now trained and RIMS is being used by all employees.

Privy Council Office

Organizational Priorities

• Strengthen PCO’s internal management practices
  • Strengthened information management through the ongoing implementation of the PCO Recordkeeping Transformation Strategy, in particular through the adoption of greater digital recordkeeping practices.

Analysis of Programs by Strategic Outcome

• Internal Services
  • PCO’s achievements in 2014–15 include:
    • Applying the PCO Recordkeeping Transformation Strategy, which strengthened information management and enhanced digital recordkeeping practices;
    • Improving procedures in relation to Access to Information and Privacy
  • Additional Information
    • Information Management and Technology
      • PCO extended the department’s recordkeeping software, Records, Documents and Information Management System (RDIMS) and completed the identification of information resources of business value, a key requirement of the government-wide Directive on Recordkeeping. In addition, PCO implemented a strategy to comply with the Government of Canada Standard on Email Management. This included proactive email management training and increased awareness of information management so that employees are able to identify emails of business value and ensure that they are managed within PCO’s electronic document repository. As a result, PCO will be ready for its transition to the new Government of Canada email standard. The Email Transformation Initiative ensured that the organization is well-positioned for managing business value email.
      • Recordkeeping transformation progressed in 2014-15. Highlights include a thorough quality assurance review of the 2013-14 Digitization Strategy results, digitization of additional record collections, and the design of a process to incorporate digitization into the core PCO business function of providing advice to the Prime Minister, which will be piloted in 2015-16.
    • Access to Information and Privacy
      • Lean methodology business process improvements continued through such measures as: establishing a tasking officer role to perform intake, initiating record searches and liaising with requesters, thereby increasing client service efficiency; enhancing support to the public with the secured release of records on compact disc; and regularly reviewing workload and identifying priorities.

Public Health Agency

Organizational Priorities

• Excellence and innovation in management
  • Strengthened information management through the ongoing implementation of the PCO Recordkeeping Transformation Strategy, in particular through the adoption of greater digital recordkeeping practices.

Analysis of Programs by Strategic Outcome

• Internal Services
  • Through the Shared Services Partnership, the Agency supports a variety of government-wide modernization and transformation initiatives, including:
    • Assessment of existing recordkeeping to prepare for implementation of a government-wide records management system

Public Safety Canada

Analysis of Programs by Strategic Outcome

• Internal Services
  • The Information Management Strategic Plan was updated to provide Public Safety Canada with strategic direction in advancing with eRecordkeeping to move the department to an electronic environment.

Public Works and Government Services Canada

Organizational Priorities

• Delivering efficient and effective services
  • Enabled the Government of Canada’s Human Resources Modernization (HRM), Financial Management Transformation (FMT), electronic documents and records management (GCDOCS) and Shared Case Management Systems (SCMS) initiatives to leverage economies of scale.
  • Continued to provide document imaging services to support federal government departments and agencies in their transformation initiatives by reducing the need to store large volumes of paper documents and allowing departments to improve client service and reduce operational costs.
• Ensuring sound stewardship and management excellence
  • Continued to strengthen its IM practices in accordance with the Treasury Board Secretariat’s Recordkeeping Directive, and Library and Archives Canada guidelines.

Analysis of Programs by Strategic Outcome

• Program 1.7: Specialized programs and services
  • PWGSC continued preparations for electronic-only publications of the Canada Gazette (Part I, Part II and Part III), and electronic-only access to Government of Canada publications from the Publishing and Depository Services Directorate (PDSD). Both initiatives took effect in 2014.
  • The Department also continued to provide document imaging services to support federal govern­­ment departments and agencies in modernizing their data collection processes by reducing the need to store large volumes of paper documents. This allowed departments to improve client service, reduce operational costs and meet Library and Archives Canada program requirements. As well, an analysis was performed and actions taken to leverage the private sector to meet the Government of Canada imaging requirements.
• Sub-program 1.7.3: Government information services
  • In 2014–15, PWGSC improved customer service through the introduction of a technological solution to permit the electronic submission of certain types of notices for publication in the Canada Gazette.
  • PWGSC sent all electronic publications to the Open Information portal as part of the Open Government initiative.
  • A tendering process to renew PWGSC’s contracting tools for public opinion research services was posted on Buyandsell.gc.ca in January 2015. In addition to applying best practices and lessons learned from past tendering processes, PWGSC obtained valuable feedback through consultative processes held with industry as well as depart­ments and agencies in the summer of 2014. Once implemented, the new contracting tools will help provide an efficient means for Government of Canada departments and agencies to access services of proven, high quality research suppliers at competitive prices.
  • In addition, the Department identified ways to streamline process and strengthen reporting and accountabilities in advertising purchases on behalf of the Government of Canada. It also managed digital campaigns for different departments, delivered advertising information sessions and obtained preferential rates and visibility for the Government of Canada by coordinating the bulk purchase of television and digital advertising valued at approximately $15 million. The bulk buy continues to be the best approach to obtaining media efficiencies by securing the greatest selection of inventory at the best possible prices.
  • As a result of Budget 2012, coordination services for Crown Copyright and Licensing were discontinued, and Publishing and Depository Services no longer produces, prints, or warehouses print copies of publications.
• Sub-program 1.7.4: Document imaging services
  • In 2014–15, PWGSC continued to provide departments and agencies with access to quality and efficient document imaging services, through the Document imaging services sub-program, which allows them to reduce the need to store large volumes of paper documents, reduce their operational costs, and meet Library and Archives Canada program requirements. As of March 31, 2015, 99.2% of the volume received was processed according to service levels.
  • In response to increases in demand for imaging and to increase efficiency, PWGSC completed a government-wide information survey, an industry consultation, and a long-term enterprise imaging strategy for the Government of Canada. A Request for Proposal (RFP) was initiated to define options and solicit private-sector vendors for the delivery of imaging services to departments.
  • PWGSC also continued to pursue the integration of GCDOCS, the Government of Canada enterprise record management solution, with the document imaging solutions.
  • In terms of lessons learned, the demand for document imaging has sharply increased over the last few years making it difficult to satisfy client demand with internal capacity. A Government of Canada-wide strategy to leverage the private sector will contribute to increased efficiencies and meet departmental requirements.
• Sub-program 1.7.7: Shared services integration
  • The Department continued to partner with client organizations to facilitate the roll-out of GCDOCS (the GC Electronic Document Records Management Solution (EDRMS)) throughout Government. PWGSC identified the order and timing of organizations to on board onto GCDOCS, as well as related market penetration targets, and signed a five-year contract renewal with Opentext for GCDOCS licenses (including a cap on license fees).
• Internal Services
  • Sub-sub-program 1.9.2.3: Information management
    • The Department enhanced IM practices to support effective decision making, facilitated knowledge retention and enabled better delivery of PWGSC services and programs. Under the Open Government Initiative, the Department produced 14 data sets for public use, 8 of which were the most frequently downloaded of all government data sets as of January 2015.
    • PWGSC implemented a new records management Service Delivery Model comprised of a Centre of Expertise and Branch Operations Model, to focus on record keeping obligations and internal promotion of good record keeping practices, and also implemented a new record manage­ment tool (GCDOCS) to maintain documents, thus ensuring that departmental employees had timely access to information resources with business value and clear guidelines and instructions with regards to the life cycle management of their information.
    • PWGSC increased its compliance rate to respond to Access to Information (ATI) requests from 92.7% to 95.3% on time, and continued to provide training and support for Policy on Access to Information and Privacy (ATIP) liaison officers and employees in the Department.
    • The Department continued to increase awareness of departmental employees concerning the requirements to comply with the provisions of the Privacy Act.
    • PWGSC completed all requirements to participate in a pilot program called ‘Buy-On line’ which facilitates on-line payment of the filing fee for ATIP requests, and improves the quality of service. PWGSC will offer the service via the pilot program starting on June 1, 2015.

Security Intelligence Review Committee

Organizational Priorities

• Modernize information management practices
  • In 2014-15:
    • SIRC has prepared the conversion of existing paper based information as well as other existing electronic information into a single electronic document and record management system.
    • SIRC has conducted the required research at the government level regarding the investigation into the technologies and the business process engineering in support of eventually implementing a case management system.

Analysis of Programs by Strategic Outcome

• Internal Services
  • During the review period, the process of modernizing its information management system and processes was initiated with implementation of the new system planned for 2015-16.

Social Sciences and Humanities Research Council

Organizational Priorities

• Promote and support Canadian excellence in social sciences and humanities research and talent development
  • Coordinated tri-agency activities related to data management:
    • A comprehensive brief on research data management policies (domestic and international) was completed. A draft statement of principles of good data management is being finalized for consultations that will take place in 2015–16. Communication and engagement activities were pursued throughout 2014–15 and will continue in 2015–16. The three federal research funding agencies are coordinating this policy initiative with government-wide working groups in support of commitments made in Canada’s Action Plan on Open Government 2014-16 and the new Seizing Canada’s Moment: Moving Forward in Science, Technology and Innovation 2014.
  • Worked with CIHR and NSERC on a harmonized tri-agency policy on open access, designed to improve access to the published results of agency-funded research, and to increase the dissemination and exchange of research results:
    • The Tri-Agency Open Access Policy on Publications was launched in February 2015 and will apply to grants awarded as of May 1, 2015. Tri-agency and SSHRC-specific implementation plans have been approved and communication and awareness activities (webinars, FAQs, presentations, etc.) are planned for early 2015–16.

Analysis of Programs by Strategic Outcome

• Program 1.3: Connection: mobilization of social sciences and humanities knowledge
  • Sub-Program 1.3.1: Individual, team and partnership knowledge mobilization grants
    • In 2014–15, SSHRC awarded 144 journals with Aid to Scholarly Journals grants covering one to three years. SSHRC revised this funding opportunity description to encourage open access and the maintenance of digital formats, in keeping with global trends and the principles of open government. Journals will continue to be eligible for support regardless of business model or distribution format. The number of journals using some form of open access business model has made steady progress from 53.7 per cent in 2011 (previous competition) to 63.5 per cent in 2014. As first step toward open access, journals must first publish in electronic format. In 2011, 21 journals that applied for funding published in print only; in 2014, this number decreased to 9.

Statistics Canada

Organizational Priorities

• Continue development of the state-of-the-art, user-centric dissemination model that aligns with the principles of the Government of Canada’s Open Government initiative / Participate in Government of Canada transformation initiatives
  • In 2014/2015, the Agency accomplished the following:
    • Statistics Canada completed the third year of a four-year project to update and modernize Statistics Canada’s dissemination strategy. A major accomplishment on this front was the release of a beta website to give users an opportunity to test the revised content. Over 11,000 visits were recorded during four weeks in November and December 2014 while the beta site was live. The feedback will be used to finalize and launch the updated site in the coming year.
    • Statistics Canada continued to maintain and enhance the Government of Canada Open Data Portal. As a key data contributor, the Agency added numerous datasets, including output from the Canadian International Merchandise Trade database, the North American Industry Classification System and the National Occupational Classification. As a data provider, Statistics Canada continues to be one of the top two public-service contributors.

Supreme Court of Canada

Organizational Priorities

• Business Transformation
  • The mapping of current case management processes and processes relating to judgments was concluded, and a comprehensive document detailing the requirements of a new integrated case management system was developed. Phase 1 of the migration of the Case Management System to a new operating system began, starting with Records Centre operations. An automated process for the management of cases from the time initiating documents are received at the Court to the case being accepted for filing was developed, and allows for a reduced need for duplicate data entry. A proof of concept of a records management system, i.e. GCDOCS, showed that it could be integrated with the Court’s document management system. Amendments to the Rules of the Supreme Court of Canada now allow the electronic processing of motions, the Court’s first fully electronic case process. The updated Policy for Access to Supreme Court of Canada Court Records came into force in March 2015, and allows for a more efficient service to frequent requesters. A trial of secure digital transmission technology was conducted and used to evaluate the use of the technology in a judicial environment and to identify future requirements for the authentication of users and / or documents for electronic filing.

Analysis of Programs by Strategic Outcome

• Program 1.1:  Court Operations
  • The Supreme Court has a consistent record of meeting its objectives in processing cases without delay, providing effective access to Court services and programs, including reference information, and providing reliable courtroom services.  At the same time, the Office of the Registrar has maintained stakeholder satisfaction and high standards of service quality.
  • Over the last three fiscal years, the Court has focused on its Business Transformation Initiative to address issues associated with aging mission critical systems while moving the Court towards increased electronic access and processing of cases, more effective and efficient work processes, as well as the protection and preservation of historical and archival information in electronic format. Electronic recordkeeping, through the implementation of an enterprise information management strategy, will continue to be considered as a core foundation of business transformation.  Business process mapping will look at current work processes and will identify workflows which may be streamlined or made more efficient through the introduction of new technologies.
• Internal Services
  • The Library and Information Management Branch supports the information management needs of the organization.  Accomplishments for 2014-15 included progress in the following key priorities:
    • As part of an ongoing assessment of the Enterprise Information System Proof of Concept/prototype in support of business transformation, there were service enhancements to the case-related document management system as the Court moved to electronic transcripts. This has the added impact of saving photocopying and distribution costs.
    • Significant progress has been made on implementing GCDOCS across the organization to manage documents and records of business value. Issues related to the configuration of the software have been resolved and the system is scheduled for roll-out in the Records Centre in Q1 of 2015-16. This will support the organizational requirement for managing the full life-cycle of both physical and electronic records.
    • Ensuring that the Office of the Registrar is able to meet its obligations under the Treasury Board Secretariat’s Directive on Recordkeeping continues as a key objective. In 2014-15, a formal Disposition Plan was approved by the Executive Committee, laying the groundwork to streamline disposition processes for electronic documents and records. Much work was done to finalize a Memorandum of Understanding with Library and Archives Canada for the long-term storage and care of the SCC’s records of enduring value. A revised Access to Court Records Policy was approved in March 2015. A digitization project to back-date the Supreme Court Reports to 1876 has been completed.

Transport Canada

Analysis of Programs by Strategic Outcome

• Internal Services
  • We also pursued ways to improve information management system efficiency and capacity to ensure Transport Canada data are complete, consistent, reliable, and shareable.

Transportation Safety Board

Organizational Priorities

• Managing – Improved information and data management
  • Progress was made on planned projects to improve information management.
    • A new TSB Policy on Information Management was issued as well as detailed guidance on the identification and filing of information resources of business value for investigations. Additional, work is needed to update and finalize the formal identification of records of business value for all TSB records.
    • The TSB has adopted a digital-only approach to information management to the extent possible. The records room has stopped accepting paper records for investigations in favor of digital storage in a corporate repository.
    • A secure file transfer application was implemented to enable protected documents to be e-mailed, rather than sending paper documents.
    • As planned, the TSB completed the modernization of the database that manages information on Aviation occurrences.
    • Development of a multi-modal safety communications tracking tool to track and monitor safety issues was initiated in 2014-15; its development and implementation were deferred to 2015-16 due to challenges in finalizing clear user requirements agreeable to all four programs.
    • In 2014-15, the TSB increased public access to occurrence data by augmenting its monthly and annual statistics with data files consisting of selected fields from the Rail and Pipeline databases. These datasets were posted to TSB website and are available through the Open government portal. In 2015-16, Marine and Air datasets will become available online.

Analysis of Programs by Strategic Outcome

• Internal Services
  • Significant progress was made with respect to the department’s information management priorities. Advances were made in formally identifying and documenting information resources of business value and the related repositories, and consequently updating information management policies and practices. The TSB also transitioned to a digital-only approach for information management where feasible, and implemented monitoring tools for e-mail and digital records. It will continue to review its investigation management system to ensure that requirements for electronic records management are fully met. The TSB also finalized its work on the modernization of the transportation occurrence databases, with the modernization of the Air database.
  • As reported in the TSB’s 2014-15 Annual Report to Parliament on the Application of the Access to Information Act, the department continued to experience a significant increase in requests for information during the year, primarily attributed to an increased level of interest in rail safety. The TSB increased the human resources dedicated to ATIP in 2014–15 to address this increase in workload. The department also improved its processes and guidance to ensure that appropriate exemptions and exclusions are applied more consistently.

Treasury Board of Canada Secretariat

Organizational Priorities

• Provide leadership in information management (IM) and strategic use of information technology (IT) to enable more efficient and effective enterprise delivery of government programs and services.
  • In 2014–15, the Secretariat:
    • Consolidated over 1,500 individual websites into Canada.ca through the Web Renewal initiative. In addition, over 40 departments contributed datasets to the Open Government portal on this website.
    • Continued to lead the Open Government initiative by publishing Canada’s second Action Plan on Open Government.

Analysis of Programs by Strategic Outcome

• Program 1.1: Management Frameworks
  • Sub-Program 1.1.4: Information Management, Access and Privacy
    • The Secretariat exceeded its target for completion of planned policy activities to make it easier for Canadians to access government information and their personal information.
    • As committed to in Canada’s Action Plan on Open Government 2014–16, the Secretariat published the Directive on Open Government.
    • The Secretariat also published the Directive on Privacy Practices and guidance on information management (IM) practices to support the management of instant messages and email. Amendments to the Access to Information Manual were nearly completed, and amendments to the Privacy Manual were initiated. The Secretariat also revised the Recordkeeping Assessment Tool that was used to support the first round of the renewed MAF assessment, and developed an IM performance indicator tool that will be tested in 2015–16.

Veterans Affairs Canada

Organizational Priorities

• Modernize the Department
  • Upgrading internal services and systems
    • Implemented an Enterprise Document and Records Management system (GCDOCS), in partnership with Shared Services Canada and Public Works and Government Services Canada, to create, collect, and preserve information and records. Once fully implemented, this will enable employees to easily share, organize, evaluate, identify and dispose of information, while providing secure access control.

Analysis of Programs by Strategic Outcome

• Internal Services
  • The Department implemented various initiatives during the year to provide more streamlined processes and effective tools for employees to deliver internal services:
    • Launched a new system allowing requestors to submit and pay online for Access to Information and Privacy requests.
    • Began to implement GCDOCS, a new electronic document and records management system, to allow for more efficient and effective management and access to electronic documents.
    • Continued to improve staff privacy awareness, providing training to 898 people on the requirements of privacy protection and decreasing privacy breaches by more than 40% over the previous year.

Western Economic Diversification Canada

Organizational Priorities

• Managing for Excellence in a Changing Environment
  • WD implemented GCDOCS, the new Government of Canada electronic documents and records management solution to assist in meeting information lifecycle management obligations. GCDOCS will help the Department to better manage projects, content and share information.

Analysis of Programs by Strategic Outcome

• Internal Services
  • WD implemented GCDOCS, the new Government of Canada electronic documents and records management solution. This storage software enables WD to meet obligations for information lifecycle management and will help the Department to better manage projects and share information.