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All plans come as a Standard license, and can be upgraded to an Enhanced license at any time.
Institutions should employ the business-case approach (see section 3) as a methodology to carry out this strategic planning.Each institution should develop its Information Management Plan to meet its particular requirements and circumstances. Board approval.Institutions are expected to develop plans to achieve full compliance with Treasury Board standards once they have been approved. This may be adapted to particular circumstances.Clients can provide the common-service organization or lead agency with advice and assistance in long-range planning and government-wide coordination. Technology, Treasury Board Secretariat, which will assist in locating sources of expertise. Poole, inevitably, was also to take in a match – completing his set of grounds at the first three steps of the national Pyramid.
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The coordination of plans for information technology has evolved over time and can be expected to evolve to other information-based resources.
The Treasury Board Secretariat issues a statement of priorities and government-wide issues in information management (e.g.
The Treasury Board Secretariat ensures that common-service organizations coordinate their long-term strategies, develop a cohesive direction on government information management issues, and adopt a shared foundation for long-range planning.
Although their strategies and plans are primarily for their own use, once institutions approve them, copies are provided to the Treasury Board Secretariat so that their contents can be shared with other institutions and common-service organizations.
Figure 2 illustrates the interactions that take place among the Treasury Board Secretariat, institutions and common-service organizations to coordinate government-wide information management. The coordination of information management planning government-wide results in benefits for all parties involved-institutions, central agencies and common-service organizations. A major objective of the strategic planning process in institutions is to involve senior and program managers in setting the objectives and strategies and making the plans for information technology in their institution. Institutions invest in information technology to increase their productivity, to reduce operating costs and to improve their service. This process for selecting and approving investments allows senior managers to determine the value of investments by understanding their impact on program performance.
No particular methodology for the business-case approach is prescribed; institutions decide for themselves how they implement it.
Senior and program managers of the institution have to be involved if the business-case approach is to be implemented successfully. First, the business direction and strategies of the institution should be clearly understood.
The adequacy of the existing information technology support should be assessed for each activity. The implications of new programs and major program changes should be determined and analysed. Each organization in the institution should propose initiatives, some involving information technology, to improve the current performance and service of the institution as well as the future directions defined in the business strategy. A strategic plan for the future evolution of information technology in the institution can be developed from the investment priorities and initial set of investment projects. This business focus allows the institution to define target architectures for information technology, that is, the long-range configurations of data, applications, networks and computer technology (hardware and software) that will best respond to the predicted needs and priorities of the institution. The linkage between the proposed architecture or infrastructure projects and program-support projects should be clearly understood and their expected results clearly defined in terms of their contribution to program performance and improved service.
This analysis of information technology's role and contribution towards improved program performance should result in a clearer recognition and understanding of its importance to the institution. When determining the appropriate expenditure level for information technology, senior management should also consider full life-cycle costs for their investments, e.g. A business-case approach should also be used to justify and approve specific information technology investment proposals. The main reasons for proposing the investment, how it links to the business strategy or plan and how it is consistent with the information technology architecture should all be stated.
If this detailed analysis of costs and benefits indicates that a proposed project is less desirable than others being put forward, it should be delayed or dropped, thereby allowing more attractive proposals to be selected.
Institutions should ensure that methodologies and controls are implemented to realize the benefits set out in the investment business case. This section encompasses all information and technology standards and applies to federal participation in all national and international information technology standards activities.
A Treasury Board information or technology standard is one that has been approved by the Treasury Board for mandatory use throughout the federal government. The Treasury Board Secretariat is authorized to revise the technical content of a Treasury Board information or technology standard, provided the revisions are endorsed by the Advisory Committee on Information Management prior to their reissue, and there is no change to its overall intent. Government policy promotes developing, distributing and using information and technology standards to acquire, manage and use information technology effectively and to protect investments. Standards are implemented when they meet a government strategic direction or result in a significant benefit. The development of standards is voluntary, and technical content is based on the consensus of all the involved parties. The federal government maintains contact with standards user groups in other governments and in the private sector to share information and, when appropriate, to develop common positions on standards and their implementation. Government policy requires that the activities of officers who represent the government as a user when participating in information technology standards activities be planned and coordinated. Institutions should encourage their qualified officials to participate in developing, implementing and evaluating standards important to them. Government policy requires that the participation and activities of officers who represent institutions that are responsible for national programs or policies involving information technology be coordinated. Federal institutions also participate in national and international standards work within their mandates for national programs or policies. The main objectives of the process are the approval of government standards and confirmation that consensus has been reached.
As stated earlier, standards are implemented when they meet a recognized government strategic direction or will result in a significant benefit. From information received from institutions, from consultation with industry and from international standardization work, the Treasury Board Secretariat maintains a government standardization work plan. The Treasury Board Secretariat normally convenes working groups from institutions and members of appropriate advisory committees to undertake specific tasks, such as defining requirements for government standards, assessing the applicability of standards produced by other standards bodies, and developing new standards. To reach consensus, a working group may circulate several versions of a draft standard to voting institutions for review.
If necessary, the Treasury Board Secretariat refers the proposed standard to appropriate government advisory committees. After the standard and its implementation plan have been approved, the Treasury Board Secretariat is responsible for overseeing the implementation plan.
Changes in technology or patterns of use may require changes to an existing Treasury Board standard. When a Treasury Board standard is changed, it is reissued as an amended Treasury Board information or technology standard. Chapter 2-1, Appendix C contains a list of the information and technology standards approved for government use by the Treasury Board.
This policy requires common-service organizations and lead agencies in the information management sector to obtain advice, guidance and feedback from their clients.
The use of information technology over the past few years has become increasingly pervasive. The challenge we have is to effectively integrate the skills and potential of people with the tools provided by technology. In order to increase productivity and the quality of service to the public, education and training should be viewed as an investment. All staff (employees, supervisors and managers), whether directly or indirectly involved, will require varying degrees of education and training. This is the period following the decision to introduce technology and prior to the actual installation of equipment. This refers to the time at which those persons directly and indirectly affected by the technology are expected to use the system (i.e.
This is the time when monitoring the effect of the change upon the organization from a people and systems point of view is taking place, and necessary adjustments are made.
In recent years, there has been increasing pressure to improve productivity in the Public Service as well as in the private sector. The challenge for managers is to achieve the best combination of human skills and tools provided by technology to realize the full potential of people. The purpose of this guide is to increase government managers' awareness of some of the people issues that should be considered at the planning stage in order to realize the full potential benefits of information technology. Experience has shown that information technology can improve productivity if its introduction has been carefully planned. Moreover, the planning process should take place in the broader context of the government legislative framework, policies, regulations and existing collective agreements.
Since planning is a dynamic process, it should be based broadly enough to take into account some of the government-wide priorities such as improvement in the quality and level of service to clients, employee satisfaction and motivation, official languages, employment equity, human rights and revitalization of the Public Service. The approach used in this guide is based on a practical strategic planning model that incorporates human-resource issues at each stage. The response to the question, "Where are we now?" involves a thoughtful assessment of the situation in which the institution currently finds itself. Managing change effectively may require challenging existing values, as well as the culture within the organization. Projects involving the introduction of new technologies often fail or fall short of expectations because they lack focus, are not part of an overall, well-defined strategy and lack any real involvement of the people affected. Integrate the strategic objectives with current realities; for example, where employees need new skills to operate the technology involved, training is essential. Develop a training and retraining strategy, but recognize that training alone will not bring about all the solutions to achieving organizational change.
The major aspects of change should, at this stage, be reduced to workable components that are easily understood and accepted.
An incremental approach to implementation will allow policies and procedures to be developed and adjusted gradually for the users.
A well-designed office environment in which people can make the best use of equipment and facilities in performing their duties will ease the transition from the old to the new work environment. To be successful, the strategic plan should become a road-map where reference points, milestones and general directions taken by the planners will be communicated to people. It is essential to anticipate the effects of innovation on individual workers and to understand that individuals will have to develop new skills to adapt to change. As noted earlier, the implementation of technological change should provide opportunities for organizational renewal, individual job enrichment and personal growth for those involved. The Treasury Board publication, Changing Technologies: Human Resource Management Considerations, will be most helpful at this stage. Identify and redesign jobs that are affected; assist people in anticipating change that will almost certainly affect their career development plans. Throughout the implementation phase, progress should be monitored and compared with expected results, and corrective action taken as required. At this stage, it is vitally important that managers be well-informed of the findings in order to effectively implement recommended corrective measures.
Build results of the implementation review into an action plan to maintain the new activities in an operational environment. Review objectives and set measurable targets and indicators to ensure that people are functioning productively in the new work for which they have been trained. Inexpensive, yet increasingly powerful, multi-functional office-support systems with a wide choice of software products that can be used quickly and easily by novice users are being promoted by vendors as the answer to many problems faced by managers. All office-support systems, including personal computers, word-processing systems or terminals, fall within the purview of the Treasury Board Management of Information Technology policy. The relatively low cost of office-support systems has been used to argue that such acquisitions should be free of controls of any kind. The initial cost of an office-support system is only a small part of its ultimate true cost to the institution. Compatibility and the capability of integrating systems into larger networks are important considerations that should be dealt with early in the planning stages. The government's long-term strategies of having interconnecting open systems and portable applications should be considered, and compliance with approved government standards is required in applicable procurements.
As with conventional paper records, information stored on computer media should be carefully indexed, filed, and protected. Corporate information needs can be compromised by the improper use of office-support systems for end-user computing. The need for adequate documentation of operational systems that are developed and run on office-support systems is often not recognized; as a result, the continuity of the function is seriously threatened when the originators of the system leave the organization.
Managers should consider the effects of introducing office-support systems into an office so that anticipated benefits are not cancelled out by unforeseen problems.
Although a good case can be made for controlled experimentation, there is also a risk of inexperienced users in many areas duplicating the efforts of others and re-inventing the wheel.
Institutions should include reference to office-support systems in their information technology policies. To reduce acquisition costs, institutions should purchase office-support system equipment and software from national master standing offers or should establish their own individual standing offers. In meeting their specific needs, institutions should address their requirements for office-support systems in generic terms, as much as possible, to encourage the consideration of office-support system products that maximize benefits to Canadian industry. Institutions should prepare guidelines for users on the expected level of end-user programming. Institutional standards should stipulate the documentation that is required for continuing operational uses of office-support systems to ensure data security, data integrity and continuity of use of the application if trained personnel leave. The benefit of office-support systems is generally much greater when these are networked together. Institutions should ensure that adequate security provisions are put into place and maintained for all micro-based applications for both equipment and data.
In particular, institutions should advise computer users on practices and procedures to protect their systems and data from computer viruses.
Institutional procedures should give priority to proposed acquisitions that promise definite productivity improvements in terms of reduced resources, measurable improvements in approved service levels, or offsets to justifiable future resource requirements.
Institutions should develop procedures to allow knowledge of office-support systems and software products gained by employees to be transferred to other employees.
Information management common-service organizations have acquired considerable expertise in many areas common to both large computers and office-support systems such as telecommunications, electronic mail, data and records management, security, software, standards and documentation.
In developing policies and in establishing institutional standards and procedures, institutions should recognize that office-support systems represent a new, rapidly evolving technology. The institution's office-support system policy should contain specific directives to respect the copyright on computer software, specifically by prohibiting illegal copying of software. George has more than 20 years’ experience in the energy sector, particularly nuclear generation, transmission and distribution, asset management, construction and risk management. Andy is a chartered mechanical building services engineer with particular interests and experience in energy masterplanning and turning the concepts of sustainability and low carbon living into practice. Andy was appointed Executive Director of the Edinburgh Centre for Carbon Innovation in 2010. Previously, Andy worked in the private sector in the emerging international carbon and biofuel markets, working with companies to develop both strategic and practical management responses to emerging opportunities and legislation. His public policy work has focused on developing effective national and regional policy frameworks that support the reduction in dependence on fossil fuels and greenhouse gas emissions. Jon Mallen-Beadle is currently the Managing Director at The Gateshead Housing Company, previously he was the Director of Finance and Corporate Services. The Gateshead Housing Company was assessed by the Audit Commission in February 2009 as providing an excellent three-star service that has excellent prospects for improvement. Michael O’Neill is the owner and Director of Craighall Energy Limited, based in Glasgow. Michael has a wealth of experience in both onshore and off-shore engineering, main contracting in the construction sector and for the past 6 years has been focussed on the utility and energy sector, holding senior management roles in the commercial, project delivery, network design and strategy departments within both ScottishPower Energy Networks and the wider ScottishPower Corporate Body. Michael draws upon significant experience in the development and implementation of new business models, procurement strategy and advice, management of multi-skilled design teams and strategic engagement in the development and delivery of partnerships within the private and public sector. Graham Pinfieldis Project Manager for the EU funded STEP UP project for Glasgow City Council. Jonathan has over 20 years’ experience in the Technology, Design, Property and Construction sector, as well as in Finance and Investment in Strategic Development working with both the private and public sector. Jonathan has overseen the development of projects, particularly for two funding mechanisms: REIF (Renewable Energy Investment Fund) and UK GIB (Green Investment Bank). A large part of Jonathan’s role is liaising between the public and private sectors for project inception and development. Until recently, Jonathan also carried out a similar role for the City of Edinburgh Council, for strategic property and investment development. Jonathan created Project Edinburgh and the String of Pearls projects for the City of Edinburgh whilst on secondment from Standard Life from 2004 to 2008. Having created a number of development frameworks, projects and investment opportunities with the Project Edinburgh Design Team; Jonathan and the team then secured major investment interest in the city from global investors and developers. Everyone who signs up gets full access to our entire library, including our curated collections. Our Standard license allows you to use images for anything, except large print runs over 500,000+ or for merchandising. Once you have downloaded your image, you have life-long rights to use it under the terms of the license purchased. Figure 1 has been included to show a typical example of an information management planning framework that could be adopted by an institution.The institution should first set objectives based on its mission and operational plans. Investments proposed by government institutions should also relate to government-wide strategic directions (see Enhancing services through the innovative use of information and technology in Chapter 1-2).Senior and program managers of the institution have to be involved if the business-case approach is to be implemented successfully. Each standard includes an introductory section which, among other things, defines the application of the standard and the anticipated length of time for full compliance to be reached across government.


For specific details concerning these standards and their approved implementation and application criteria, refer to the Treasury Board Information and Technology Standard (TBITS) documents contained in the Information Technology Standards volume of the Treasury Board Manual.5.
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Once this is done, strategies describing how these objectives can be achieved should be developed. The plan outlines the goals, actions, priorities, resources, policies, standards, and procedures that are required to achieve the objectives.
This is because an appropriate degree of government-wide compatibility is necessary for organizations with different equipment and software to exchange information and to obtain economies from sharing facilities. Institutions are advised about the plans of the common-service organizations so that they can take them into consideration in planning for their future needs. Because they have limited investment capacity, institutions want to be certain that they are making the right investment choices. It is based on the principles that a direct relationship exists between every investment made by the institution and its programs or "business" and that each investment should clearly demonstrate benefits to the institution or the government as a whole. Fundamental to this approach, therefore, is the premise that information technology proposals are treated as investments rather than expenditures.
However, institutions are required to use a business-case approach for selecting and approving information technology investments. This will only happen if it is conducted with a firm resolve to minimize technical terminology and detail.
In addition, the overall user satisfaction with their existing information technology support should be measured. A vision of how the organization wishes to operate in the future should be developed along with an overall strategy for getting there and for recognizing opportunities and obstacles along the way.
Expected results should be expressed in terms of their anticipated contribution to improved program performance and enhanced service, and their predicted cost benefit.
Strategies should be derived from and strongly support the institution's business directions and plans. Initiatives can be defined to move the institution from its existing information technology architecture to the proposed new one. The development of these architectures is evolutionary, not a single project, and the target architectures should change over time to reflect changed business priorities and new advances in information technology. Technology projects do not have to be described in technological terms; they should be understood by all. Senior management can consider proposals with an understanding of their relative importance to the institution as a whole.
Note, however, that the extent of the justification required for an investment should reflect its size. Whenever possible, expected business benefits and impacts should be described by the users of the system. Quantifiable benefits and costs should be calculated as an annual cash-flow schedule and the net return or net cost summarized. Although this process is subjective, this information should be available to decision-makers so they can make an informed and effective decision regarding the investment. This implies appropriate project management practices (refer to the Treasury Board Project Management policy) to ensure the project is delivered within approved cost and time limits and that projected benefits are achieved. Whenever appropriate, Treasury Board Information and Technology Standards are national or international standards. As standards are approved for the government, institutions should make this information available to their responsibility centres, as appropriate. In standardization practice, consensus is achieved when substantial agreement is reached by concerned parties involved in preparing a standard.
This process provides not only for developing and approving standards, but also for implementing them throughout government, for the ongoing maintenance of existing standards and for evaluating institutional compliance. This will optimize the use of valuable resources and ensure that information is shared among government information technology managers. Institutions should also advise the Treasury Board Secretariat of personnel with relevant expertise to participate in government, national or international standards activities. This will ensure that all institutions with an interest in this work are involved and will keep government users aware of these activities.
They may request the help of the Treasury Board Secretariat in identifying suitable government experts to participate in standards work. Standards projects can, therefore, be initiated either as a result of monitoring national or international work or on the recommendation of any user institution or common-service organization. Wherever feasible, existing national or international standards are adopted or endorsed as federal government standards.
When deemed appropriate, working groups should include industry representatives or other members from outside government. The reasons for which institution have not accepted a draft are then used to develop the next one.
Before Treasury Board approval, the Advisory Committee on Information Management is asked to review the validity of the development process and to comment on the impact of the standard and on the proposed implementation schedule. Typically, this requires institutions to develop timetables to comply with the new standard in all of their activities. Periodically, internal audit groups review their institution's conformity with Treasury Board standards. All Treasury Board Information and Technology Standards are reviewed when necessary, but at least once every five years. Common-service organizations and lead agencies are free to establish whatever method they feel is most appropriate to achieve effective liaison with their clients.
In the past, a relative handful of technically qualified and highly trained personnel were actually involved in applying technology. The challenge should not be limited to the technology itself, but should be clearly focused on the people and their participation in change. The obvious need is to create an environment where consultation and communication at all levels are viewed as the prime factors of success. Managers should be familiar with all pertinent provisions in collective agreements relating to technological change.
The challenge for managers at the planning stage is to integrate the technology factor with the people factor. A complementary approach to implementing new technology at the project-planning stage is described in Changing Technologies: Human Resource Management Considerations, a 1984 Treasury Board Secretariat publication. It should, therefore, involve careful consideration of the social, institutional and technical aspects of change to optimize the effectiveness of the change itself.
It is important, therefore, to take into consideration the long-term goals of improved institutional effectiveness and service to the public, as well as the continuing objective of enhanced employee satisfaction. Ensure that training, retraining, job and organization redesign will be considered as priorities, and that information will be available about the nature of the change. There may also be a need to redesign jobs and relationships to create a more effective organization.
Training is costly, labour-intensive, time-consuming and can be disruptive to the operation. These components should be small, manageable and specific, and should demonstrate short-term results.
Change ought to be carefully considered and gradual, giving people as much time as possible to adapt.
Equipment design, furniture heights, levels of artificial lighting, ventilation, temperature, natural lighting, acoustics and privacy should be accorded particular attention. A sound human-resource plan permits resources to be redeployed to anticipate any work-force or other difficulties well in advance of implementation. As the new work requirements become more specific, employees requiring training and their training needs should be identified. Highly motivated people, challenged by change, can accomplish results beyond anyone's initial expectations.
It can be used by managers as a checklist of key human-resource management issues they may want to consider in the change process. Part-time work and job sharing, as employment options, may reduce costs, permit flexibility in job scheduling, meet individual employee's needs and satisfy new management priorities. They usually become steadfast advocates of the change and effective leaders in the change process.
Progress should be assessed by comparing measurable indicators of performance against established targets. Subsequently, results would again be evaluated and further corrective action taken, if necessary, until all functions are working smoothly. Highly motivated, enthusiastic people with focused objectives can solve problems creatively with minimal intervention.
This ensures a smooth transition of responsibility from those who plan and implement the project to those involved in managing it on an ongoing basis. This will provide opportunities for people to make their own adjustments and to contribute to further improvements in work methods.
In spite of their affordability and ease of use, their acceptance has resulted in two major concerns.
The various constituent elements of office-support systems are to be considered within the perspective of overall institutional use and management of information technology. While that approach might be defensible on a small scale, experience has shown that this view ignores a number of important considerations. Additional expenses have been found, by experience, to be from two to six times the initial cost of the hardware. This is necessary to ensure that the equipment will be utilized to its full potential and to avoid redundant capital investment as institutional requirements change. Where existing investments in proprietary architectures are significant, institutions should develop plans that permit them to use conforming items as soon as possible. It is important that the reliability, integrity and security of data stored in office-support systems be maintained.
Guidance on this subject is also available from National Archives of Canada and security offices. If managers can satisfy their own personal requirements with an office-support system, they may give only secondary attention to institution-wide systems, thus inadvertently undermining the need for information at the institutional executive level. The impact of office-support systems on employees' work habits, quality of work and job functions, on the organization, and also the potential for job displacement or job change all need to be considered before office-support systems are acquired.
While each institution will wish to address its specific concerns and reflect its own management philosophies in formulating its office-support system policy, institutions may find the following guidelines useful. It is not generally cost-effective for users to devote extensive time to programming their applications. When appropriate, institutions should adopt standards for interconnecting open systems and portable applications between office-support systems, networks (public and private) and the institution's central databases and systems to ensure mutual compatibility. Guidance in this area is available from the Government Information and Technology Standards Program. These provisions should recognize that there is likely a lack of knowledge and expertise in this type of security in user areas.
Computer viruses are malicious programs which can attach to other programs or data and propagate copies of themselves. Subsequent reviews of implementation should ascertain that these improvements were achieved or should identify the reasons why they were not achieved. Where size warrants, institutions may find it appropriate to set up a small office-support system advisory or training group to provide this function; otherwise, an expert user should be appointed as a coordinator. To facilitate the training and sharing of expertise, institutions may wish to standardize or restrict the range of office-support system products that may be acquired, and may wish to establish Information centres. It is important to provide an environment that encourages creativity, where some experimentation can be fostered.
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With over 17 year’s industry experience, he also holds an Honours Degree in Quantity Surveying and a Master of Laws Degree (LLM) in Construction (specialising in the Law of Contract and EU Procurement Law).
At present Craighall Energy have Clients that include Scottish Government, Scottish Canals, Glasgow City Council, University of Strathclyde and Luddon Construction. He is currently responsible for development of commercial and economic models for a range multi-million pound, low carbon and renewable energy investments; helping to identify and support funding and grant applications, forecasting CAPEX, OPEX, NPV, IRR and Simple Payback. One of the key deliverables for STEP UP inGlasgowis an enhanced Sustainable Energy Action Plan for the city. This has involved the development and coordination of the Scottish Green Investment Portfolio (SGIP) assisting the accessibility for finance for Low Carbon and Green Sector projects, development and planning of new funds and delivery structures for Energy, Waste and Community Renewable projects. He advises on the development of teams to progress projects and investment structures and sourcing Public and Private finance and delivery interest for major projects. If at any time you're unsatisfied with your experience with us, you can cancel your subscription.
Liaison of common-service organizations and lead agencies with clientsThis policy requires common-service organizations and lead agencies in the information management sector to obtain advice, guidance and feedback from their clients. Education and training for the introduction of information technology6.1 IntroductionThe use of information technology over the past few years has become increasingly pervasive.
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Its oil reserves are estimated at between 750 million and 1.1 billion tons (6-9 billion barrels) of recoverable oil. This and converging technologies have led to greater coordination of the planning for all information-based resources. To be most effective, these strategies should be in such terms that they will remain valid for up to five years.
It can be thought of as a prioritized action plan in terms of a moving three- to five-year window.
The following paragraphs describe the activities involved in achieving government-wide coordination. This statement is developed with the advice and assistance of institutions working primarily through the Advisory Committee on Information Management.
These provide the basis from which the optimum levels of information technology support can be determined for each program and function. A review of information technology trends may suggest new opportunities to enhance the services of the institution. From this analysis, an appropriate information technology expenditure level for the institution can be established.
Experience has shown that operational expenditures on information technology rise in proportion to the investment in new systems. The justification for a microcomputer, for example, should be considerably less than is required for a major investment. In addition, the opportunities and risks of proceeding or not proceeding should be outlined.
The full costs of undertaking the investment should also be shown as an annual cash-flow schedule. If these projected benefits are not achieved, applying the business-case approach at the investment level serves little purpose. The government develops new standards only when a need is specific to the federal government or when the accredited standards writing agency cannot assign sufficient priority to the proposal. Consensus includes an attempt to resolve all objections; it implies much more than the concept of a simple majority, but it does not necessarily mean there is unanimity. These are based on institutional comments during the approval process and the advice of the Advisory Committee on Information Management and other advisory committees.
An institution with such a mandate is responsible for selecting its participants and for developing a position on a standard that is in line with government policy.
These participating institutions should inform all other institutions with relevant national program or policy responsibilities of their activities. This principle of consensus should apply to government standards as well as to national and international standards. After the merits of the standard have been verified and consensus is reached, the working group recommends the proposed standard and a general implementation schedule to the Treasury Board Secretariat for formal approval. In some cases, several years may elapse before equipment is replaced or large systems are converted as part of the normal maintenance or refurbishing cycle. The action taken following this review depends on the use being made of the standard and the extent of technological change.
To assist those in common-service organizations and lead agencies who may be considering establishing a client liaison process, the following general guidance is included. We should accept the basic premise that people, not technology, are the key to increasing productivity and the quality of service to the public. It is, above all, an exercise in managing people, in guiding change, and in reshaping the work environment. The participation of employees and their representatives in the consultation process will greatly facilitate the effective introduction of information technology in the workplace. Managing change effectively goes beyond acquiring new skills and knowledge; it depends on recognizing individual employee needs, including official language considerations. Well-informed, involved employees feel more secure, are better motivated and more open to change than those who are uninformed. Questions at this stage become even more practical and are usually based on short-term expectations.
When staff are offered the opportunity to respond, to understand and cooperate, bad feelings, problems, grievances and disputes are less likely to arise.


In particular, individuals cooperating as a team can collectively generate superior results. Uninformed employees, on the other hand, can create crises and cause constant difficulties.
Firstly, they are proliferating rapidly and, if order and control are absent, major problems requiring expensive solutions can develop.
This is particularly true for information that is input directly into these systems and not stored in non-electronic form.
At the same time, they underestimate the effort required to enter large amounts of data into a system and the amount of training required to be able to perform effective data retrieval and to generate reports. Office-support system equipment and software should be defined as an institutional resource.
In particular, the acquisition should be explicitly linked to the institution's Information Management Plan. Professional programmers should be responsible for such programming, while users employ the office-support system as a tool to assist them in their function. Although office-support systems may be purchased as stand-alone units, all such acquisitions should conform to these standards (i.e. These copies then infect other programs or data and, after some predetermined event, execute their malicious code.
In particular, they have the knowledge to consider alternatives that can achieve cost savings and operational benefits, and minimize risks of failure.
However, to counter the risks implicit in this approach, institutions should maintain an overall perspective of the implementation of various office-support systems that are under way. Craighall Energy is leading on the design, cost planning and delivery plan for an integrated, multi-million pound, combined heat and power (CHP) and district heating (DH) solution in both the City Centre North and wider North Glasgow areas. He is also focussed on both the environmental benefits of integrated energy solutions and has a personal and keen interest in developing solutions that offer wider community and social benefits as well as supporting necessary returns on any capital investment.
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And even though everyone has been bundled up like Nanook of the North lately, no one pointed out the coatroom. When deciding tosupport UN Security Council Resolution 1970 andmaking no objection toResolution 1973 onLibya, we believed that these decisions would help limit theexcessive use offorce andpave theway fora political settlement. This definition also applies to replacements of, and enhancements to, existing applications and to information technology components of larger projects that are not principally information technology projects. This section provides a brief overview of the strategic planning process in the government. The last event is the production of specific performance targets, tasks, schedules and resource requirements for the upcoming year.
Institutions and common-service organizations should consider this statement in their planning. The activities of the institution should be reviewed and rated according to their contribution to the key objectives of the institution. In many cases, a significant information technology project may be part of what is essentially a non-information technology project.
In this way, these other institutions can become involved in the project if their interests require them to do so. This imposes a responsibility upon the organizations that initiate, develop and approve standards. They should be so structured and worded as to reduce confusion and uncertainty among staff who are affected by the change. Performance also improves as employees realize the potential of a new and challenging work environment for which they have been well prepared. Its results often determine where people will best fit into a renewed organization and how their individual potential can best be developed. Action plans will emerge from this process, together with performance indicators and expected results.
It is the responsibility of managers to create a climate of openness among all participants. Allowing employees to participate in decision-making also provides a systematic way to tap their experience and expertise. If budget cuts have to be made, it is preferable to consider phasing in the systems over a longer period rather than reducing training.
The use of commonly available software packages should be encouraged and the duplication of software development should be minimized. This project has ambitious plans to integrate a range of technological solutions (both renewable and low carbon) with potential for a city-wide district heating network, linking up social housing, new build and urban regeneration projects, university, hospital and municipal buildings and aims to tackle a number of socio-economic and environmental issues that exist between the stakeholders in the wider community. This phase should only need to be performed every three to five years.The Information Management Plan is a multi-year plan that is normally updated annually. Louis Vuitton Outlet Online Since the beginning of the year, the number of people who have crossed the threshold from food insecure to severely food insecure, also rose, jumping from 2.5 million in January, to 5 or 6 million now, as the lean season begins.
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They should also act as catalysts for developing innovative ways of meeting goals and objectives. Prior to the beginning of each session, the agents were informed that providing false testimony to the body was unlawful.
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Information management planning2.1 GeneralThe Strategic Direction for Information Management in Chapter 1-1 describes the evolution that is occurring with respect to information management planning.
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The name riffs on Matson's love of traditional folk textiles and patterns that inspire and become incorporated in her work. The activities of the institution should be reviewed and rated according to their contribution to the key objectives of the institution.The adequacy of the existing information technology support should be assessed for each activity. The insurgents want to carve out a separate state governed by their strict interpretation of Islamic law, and some have links to the Islamic State group. These provide the basis from which the optimum levels of information technology support can be determined for each program and function.The implications of new programs and major program changes should be determined and analysed.
A review of information technology trends may suggest new opportunities to enhance the services of the institution.Each organization in the institution should propose initiatives, some involving information technology, to improve the current performance and service of the institution as well as the future directions defined in the business strategy. 39 EXECUTIVE SUMMARYThe HHS Information Technology Strategic Planning family of documents includes three unique volumes.
Volume 2 is the HHS Enterprise Tactical Plan (3 Year cycle), and Volume 3 is the HHS Enterprise Performance Measurement and Evaluation Plan.The HHS Enterprise IT Strategic Plan (Volume 1) focuses on the HHS Mission and the corresponding IT Mission, Vision, Goals and Objectives. It includes a discussion of key internal and external drivers that govern the IT strategy, as well as a discussion of key IT strategies and technologies that have been identified as priority approaches to meeting defined goals and objectives.The Volume 2 Tactical Plan provides a greater level of detail and specificity for key IT strategies and initiatives. This volume is intended to provide greater insights into key IT strategies and initiatives over the 3-year period for Enterprise Initiatives as well as priority IT investments across the department.
However, this category applies a broader definition to infrastructure to include shared infrastructure such as help desks and support processes, shared (or common) services (operating system, security, infrastructure, information, application), and the infrastructure needed to deliver shared, federated services to consumers.
This category also includes planning for Departmental enterprise initiatives which are intended to provide core or essential IT services in support of all HHS STAFFDIVs and OPDIVs (e.g. This plan details the IT strategies that support the achievement of HHS’ mission and goals, maps HHS IT Goals and Objectives to these business goals, and advances the most effective and efficient use of IT across HHS. Department of Health and Human Services (HHS) Enterprise Information Technology (IT) Strategic Plan for Fiscal Year (FY) 2006 – FY 2010 reflects an alignment and consistent direction explained in the previous HHS strategic business plan. First, this plan describes the significant improvements in the HHS IT strategic planning process and other changes by aligning HHS IT mission, vision, goals, and objectives with HHS goals and objectives. The updated plan also removes specific initiative and operational-level information, which will be included in the Tactical and Performance Measurement and Evaluation Plans (Volumes 2 and 3).Collectively, these changes will result in a comprehensive IT strategic planning process built on a foundation laid out in the previous HHS Enterprise IT Strategic Plan. Figure 1 explains the transition to the desired state of performance-based IT planning and management at HHS.Figure 1. Comparison of Current and Future HHS IT Strategic Planning ProgramsA structured strategic planning process was used with HHS key business roles to create a comprehensive enterprise IT strategic plan.
The process used to conduct this IT planning process was based on the results-oriented planning approach prescribed in the President’s Management Agenda (PMA) and E-Government (eGov) reforms. It provides for developing strategies that guide operational IT activities, and implementation of those strategies as illustrated in Figure 2.Figure 2. The HHS IT vision expresses what and where IT needs to be in the future to help achieve the HHS mission.
The FY 2006 Plan includes five goals and nineteen objectives based on a results-oriented management approach.Consolidation and modernization together will improve both the breadth and depth of HHS services while increasing efficiency. Process improvement will lead to increased efficiency and the reduction of overall operating costs that can be redirected to benefit the people served. IntroductionThis update to the Department of Health and Human Services (HHS) Enterprise Information Technology (IT) Strategic Plan outlines clear, comprehensive, and enterprise-wide information technology strategies aimed at achieving HHS business outcomes. It is aligned with the currentl HHS Strategic Plan, and ensures that those linkages are highlighted throughout. This IT Strategic Plan details the most effective and efficient use of IT resources across HHS, aligning the enterprise-wide IT strategic direction with Departmental, government-wide, and national priorities, while maintaining a focus on citizens, customers, and stakeholders. This plan also aligns the strategic direction of HHS IT with achieving HHS programmatic and business outcomes. It reinforces the need to base IT operational activities on firm business requirements.The HHS Office of the Chief Information Officer (OCIO), in coordination with the Operating Divisions (OPDIVs), has developed and used a structured strategic planning process which has been refined it since its first use. This update is based on stakeholder (OPDIV and HHS headquarters) analysis to identify lessons learned, confirm the IT strategies identified in the original version, and incorporate suggestions for improvement. The process of developing the HHS Enterprise IT Strategic Plan has not changed, but integrating that process within HHS IT planning has significantly improved. A noticeable change involves improvement in managing IT performance to ensure achievement of the IT strategies identified in this plan, thereby optimizing the impact of IT in achieving the desired HHS business outcomes.Overall satisfaction with the IT strategies provided confirmation to direct HHS IT, as previously proved, for the next three to five years, with minor changes to reflect the role of IT in achieving business outcomes. Future environmental changes may impact HHS IT, forcing changes in HHS IT strategic direction. The HHS OCIO will update this plan as needed to preserve consistency with updates to the HHS Strategic Plan or to account for significant environmental changes.This HHS IT Strategic Plan is based on a results-oriented planning approach in support of the Presidential Management Agenda (PMA) and E-Government efforts. The OCIO and the HHS CIO will track progress toward each goal and objective through a series of performance measures. The performance management information will be used to assess progress and will serve as a critical input for planning to ensure continued improvement.The strategic planning process provides a strong foundation for effective information resources management for current and future years.
Planning Strategy ContinuumA vision for how IT supports HHS in fulfilling its mission logically and systematically leads to identifying IT operational activities and investments. This plan has been created to help the OCIO and the OPDIVs improve the use of IT to achieve HHS business outcomes, and to help the Department improve the way it conducts its business and delivers services to the public. The ability to produce and analyze performance data on a timely basis underpins all management activity. In addition, a review of the best practice literature reveals that a key element is the recommendation to build a complex framework gradually over time to drive process effectiveness and institutionalization.
The methodology needs to give insight through objectives and measures as to how IT is leading to business and mission outcomes. The first two volumes encompass the IT Strategic and Tactical Plans and the third volume describes the methodology for the performance measurement system and identifies performance measures. While some initiative- and operational-level information has thus been removed from the Strategic Plan, additional implementation-oriented strategies are available overall. Strategic Planning and Performance Management Process Flow ViewA key goal for successful implementation of the Strategic Planning and Performance Management processes is integration with existing planning and IT management processes which will assist in effective institutionalization. To that end, the Strategic Planning and Performance Management processes are anchored to the Enterprise Architecture Framework through use of the Performance Reference Model (PRM) tailored to the HHS architecture, and to the CPIC framework through linkage with CPIC processes at the Pre-Select, Select, Control and Evaluate stages as shown by the rectangles immediately preceding and following the Strategic and Tactical IT Planning Volumes of the methodology.HHS IT goals and OPDIV IT goals are shown aligning with the broader business goals in the preceding Strategic Planning box. OPDIVs retain their individual business roles that subsequently inform some OPDIV specific IT goals.
Where IT goals touch on areas of common infrastructure, the goals and objectives are coordinated between the Department and OPDIV goals; this is intended to be a flexible arrangement. The strategic direction is toward centralizing common infrastructure, but this does not require that the centralization be undertaken by the Department. Where an OPDIV develops a best practice, this can be leveraged across the Enterprise.The IT Tactical Plan, which takes the required outcomes from the IT Strategic Plan and develops an implementation and operational approach, subsequently provides goal and objective alignment that informs the screening process for initiatives at the CPIC Pre-Select and Select phases.
The performance measures and milestones required in the OMB 300 as well as the alignment with Mission and Goals can all be derived from the goal and objective alignments and IT Tactical performance measures.
The process thus enforces effective goal, objective, and measure alignment at the start of the CPIC process. The use of the Performance Reference Model also means that as the HHS EA matures, the Performance Management process will also be able to provide an EA perspective to manage IT initiatives. Again, this emphasizes the importance of institutionalization in achieving successful implementation of the integrated system.Figure 5. IT Strategic Planning and Performance Management Implementation ViewIn the IT Strategic Planning phase, IT Executives from the OPDIVs and OS derive or update Mission, Vision, and Objectives in a workshop forum.
Objectives are broad statements of intent that are then further decomposed into sub-objectives that focus the objective into a measurable activity. From this, Strategic Outcomes, which are fully measurable, combined with other Critical Success Factors can be developed which subsequently can be used to determine if the original goal and objective have been achieved. At the Executive level, the Performance Management system needs to determine in a binary fashion whether a goal has been achieved, yes or no.To make goal management and presentation more meaningful, the aggregated outcome measures and critical success factors can be organized by the categories of the Balanced Scorecard (as well as other categories). Finally, progress towards goal achievement can also be supplied to the executive level by the dashboard as described in the End Results View below. This dashboard can provide executives with summary statistics or rollups of data provided at lower levels of management.The concept of Strategic Outcome measures as described above is contained in the Performance Reference Model (PRM) of the Federal Enterprise Architecture (FEA). It is the PRM that links the Tactical Plan to the CPIC processes as shown in the IT Tactical Planning Volume. The PRM both establishes a link to the Enterprise Architecture and decomposes into discrete measurable steps how IT contributes to the strategic outcome.
The CPIC investment selection process is also aided greatly by having a clear goal alignment hierarchy from the IT Strategic Plan to assess the relative importance of competing proposed investments.
The CPIC process is thus strengthened in its selection of initiatives and important material is provided for the creation of the OMB 300. To manage the initiatives effectively, project managers will likely need more measures than the PRM measures provide. The concept here is that for many IT activities standardized measures can and should be used so as to permit benchmarking and to simplify IT management. For specific mission-related IT, custom measures will likely still be required, but the Performance Management process should ensure that these measures are of high quality and truly reflect unique requirements.
Other standard data, for example, Help Desk Data, can be aggregated to form multi-dimensional quality indices that can indicate status without overwhelming executives with information. The diagram indicates how the methodology can be integrated to support more effective tactical and strategic management and how it can support multiple reporting and management processes.At its most basic, the methodology produces the 5-year Strategic Plan, the 3-year Tactical Plan and performance measures that align with goals and objectives and measure performance and progress towards goal completion.
This core is the framework from which the various process, activity, data, and reporting goals and requirements can be fulfilled. The concept of the flexible core framework is important as it means that the system can evolve to achieve more complexity and add more processes, goals, or reporting requirements over time.Figure 6. Strategic Planning and Performance Management End Result ViewIn the preceding diagram the three volumes are represented by the blue rectangles. This is the core planning and management framework that can be implemented independently of the tool development project.In addition to the three volumes, the diagram also depicts a relational database which both produces reports and supports an Executive Dashboard. The concept is that performance data contains links to multiple reporting requirements that are currently handled individually, requiring considerable time, cost, and effort. The relational database provides the capability to repurpose performance data according to need. As additional requirements are added or ad hoc reports are requested, this arrangement would allow new data to be collected in the Performance Management database (if needed) which could then be organized into the appropriate report format. This capability can also be used to reduce operational risk by allowing for a phased implementation of the system so that the data management system and supporting business processes can evolve to manage increased complexity over time.The Executive Dashboard is an effective means for senior management to gain an overall perspective of progress towards meeting the goals that have been set out in the IT Strategic Plan. Rather than requesting reports or sending out data calls, performance measures appropriate to the management level can be portrayed graphically, with a drill-down capability to analyze data, goal alignment and measure accountability further. Using a web-based interface and a system of permissions, the dashboard features can be available to management focusing on the individual manager’s particular area of interest. The data collection plan shown in the Performance Management volume would underpin the dashboard by determining who is responsible for collecting the data, the data needed, the data lifecycle and update requirements. During these meetings, participants followed a structured framework to develop the IT strategic direction for HHS, including the mission, vision, goals, and objectives.
The OCIO isactively working to develop a comprehensive IT Tactical Plan and to establish requirements for the Performance Management System tool. The Department manages more than 300 programs, covering a wide spectrum of critical services as medical research, infectious disease control, food and drug safety, Medicare, and financial assistance for low-income families.Many HHS-funded services are provided locally by state, county, or tribal agencies, or through private sector grantees. HHS serves as the largest grant-making agency in the Federal government, providing some 60,000 grants a year.
Described as a key theme in the HHS Strategic Plan, the One HHS concept shows the Department’s dedication to improving management by encouraging increased collaboration and coordination among its OPDIVs to improve services to the public.
Many of the OPDIVs also have CIOs or leaders with similar responsibilities throughout lower levels of their organizations.The enterprise-wide perspective is maintained by the HHS CIO who is also the Deputy Assistant Secretary for Information Technology and Director of the OCIO. A Technology Review Board (TRB) comprised of all HHS OPDIV CIOs reviews IT investment proposals for technical feasibility. Environmental AnalysisEnvironmental analysis is an integral part of the HHS IT strategic planning framework as it heightens understanding of the internal and external causes that impact or influence the HHS Enterprise IT Strategic Plan. An environmental analysis also helps in identifying the gaps between the current and desired states of IT within HHS.
Internal forces are those factors within HHS, and external forces are those beyond the Department.
HHS Internal and External AlignmentHHS defines its Departmental strategies in the HHS Strategic Plan for FY 2006 – FY 2010. As IT enables achieving those priorities and fulfills those business needs, the Secretary’s priorities must be taken into consideration when developing the HHS IT Strategic Plan. The HHS Strategic Plan for FY 2006 – FY 2010 indicates a series of new goals and objectives that directly impact the HHS Enterprise IT Strategic Plan. The technology to support those varied business needs are considered in the context of identifying enterprise-wide IT strategies as represented by the OPDIV CIOs. Specific OPDIV business needs should specifically be considered in the development of OPDIV-level IT strategic plans.
HHS values the support provided by the IG in identifying potential vulnerabilities and for its recommended solutions.
These security audits of HHS information systems are critical to the success of the HHS information security program. As a result, information technology fundamentally aims to enable the employees, managers, and leaders of HHS to carry out their responsibilities to fulfill the HHS and OPDIV missions.
Government-wide Initiatives consists of guidance on the strategic management of human capital, competitive sourcing, improved financial performance, expanded E-Government, and budget and performance integration. Two of the nine Program Initiatives are relevant to HHS including: 1) the Faith-Based and Community Initiative, and 2) Broadened Health Insurance Coverage Through State Initiatives. The PMA was a critical factor considered in developing this plan, concerning E-Government (24 initiatives) and Budget and Performance Integration Program Initiatives.
Beyond the 24 E-Government initiatives (of which 18 apply to HHS), HHS is prepared to respond to and lead other emerging initiatives as they arise. It calls for a national effort to assure the security of the increasingly vulnerable and interconnected infrastructures of the United States, including telecommunications, banking and finance, energy, transportation, and essential government services.
It stresses the importance of cooperation between the government and the private sector by linking designated agencies with private sector representatives.
HSPD-7 requires immediate Federal government action including risk assessment and planning to reduce exposure to attack. This legislation provides a comprehensive framework for ensuring the effectiveness of information security controls over information resources that support Federal operations and assets. NIST’s Special Publication 800 series documents focus on providing guidance related to computer security prototypes, tests, standards, and procedures to protect sensitive information from unauthorized access or modification. As a result of FISMA, NIST publications now impact HHS and serve as mandatory standards for the Federal government.
Part 1 covers budget request and related materials, Part 2 covers the strategic plan and GPRA requirements, annual performance plan, and annual performance reports, and Part 3 covers acquiring capital assets. This Circular establishes a coordinated approach to electronically develop the National Spatial Data Infrastructure (NSDI) and establishes the Federal Geographic Data Committee. The Circular has been revised from the 1990 version to reflect changes in technology, further describe the components of NSDI, and assign agency roles and responsibilities for development of the NSDI.
The GAO report has not yet been published, but it will indicate that HHS can improve some of its practices.
CMS officials are in the process of modernizing the technology that supports Medicare’s core missions of claims processing, payment program oversight, and administration of participating health plans. CMS IT planning and management processes have certain shortcomings that increase the risk that some of its modernization efforts could fail to achieve agency mission goals.
It identifies the enterprise IT strategies that all OPDIVs must ensure they support through their OPDIV-specific IT strategic plans. These business outcomes have been clearly identified in the HHS Strategic Plan for FY 2006 – FY 2010.
This plan and the overarching HHS IT strategic planning program provide the framework and mechanism to ensure that IT operational activities support achievement of HHS business outcomes. The direction set forth in this plan provides further direction to OPDIVs on aligning OPDIV IT strategies with enterprise IT strategies, as well as OPDIV and HHS business outcomes.
Most importantly, HHS recognizes and promotes selecting IT investments based on approved business requirements.
IT Strategic DirectionThe preceding sections, particularly the environmental analysis and the Departmental strategic direction, establish the context in which the HHS IT community performs and functions.
This section builds on that information and outlines clear, comprehensive, and enterprise-wide IT strategies. This IT strategic direction is aligned with the HHS Strategic Plan as it supports and enables fulfilling the HHS mission and achievement of the HHS goals and objectives.The IT strategic direction corresponds to the strategic planning framework described earlier (Figure 3). The continuum from strategy to implementation begins with the IT mission and vision, progresses to IT goals and objectives, and ends with operational planning and performance management. IT Mission within the Strategy – Implementation ContinuumThe HHS IT mission (as highlighted in Figure 10) describes how the IT community supports fulfillment of the overarching HHS mission.



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