Enterprise Content Management Strategy

8/21/2019 Enterprise Content Management Strategy

1/35

Province of British Columbia

Version 2.0

Enterprise ContentManagement StrategyDefining the Government “ ContentEcosystem”


2/35

Office of the CIO ECM Strategy

ii | P a g e


3/35


iii | P a g e

Foreword

Driven by the need to control the content chaos that pervades local drives, file shares, emailsystems and document stores, organizations large and small are looking to impose orderthrough Content Management. There are two types of content – structured and unstructured.Unstructured content includes: email, PowerPoint presentations, images, videos, audio

recordings, documents, records and other files. This document focuses on unstructuredcontent.

Up to 80% of an organization’s information typically takes the form of unstructured content.Managing this volume of unstructured content is challenging but necessary to comply withregulatory requirements and having the potential for significant productivity gains. For example:

There are substantial risks and liabilities related to not being able to produce relevantdocuments, or retaining documents that are no longer required, e.g. Carrier LumberJudgment against the province for $75 million.

“White-collar workers will spend anywhere from 30 to 40 percent of their time this yearmanaging documents, up from 20 percent of their time in 1997.” So using a count of 30,000employees with an average $50,000 salary, a low end 30% time commitment would mean

that the province could be nominally investing $450 million annual to manage content.There have been numerous Content Management (CM) efforts within the BC government butthey have been siloed, solving specific business needs but never allowing content to be foundand reused in other business areas.

“Companies need to share content to help employees reuse instead of reinventing thewheel, and to help them find information and knowledge locked inside different ContentManagement systems across an enterprise. We must always leave the content free to flowwherever workers need it.”

“Improved accessibility to business information is a must as labour costs for filing adocument, discovering a misfiled document, and reproducing a lost document have beenestimated to be $20, $120, and $220 respectively.”1

Even tradition ECM has not been successful within government because of the scope andcomplexity. The “one size fails all” approach does not work for government because of theincreasing diversity of business requirements across the different business areas.

Significant advances in interoperability have enhanced ECM by enabling information exchange,improving the scope and effectiveness of search, and eliminating the need for a “one size failsall” strategy. Embracing and building on these advancements is a key factor in this strategyenabling the ability of government to approach CM as a “Content Ecosystem”.

1 Association for Image and Information Management (AIIM)


4/35


iv | P a g e

1. Classification2. Access3. Discovery and

Sharing4. Control5. Protection6. Storage7. Authentication

Figure 1 – Key Areas

Executive Summary

The effective management of content is a very challenging endeavor. According to projectionsfrom Gartner, white-collar workers will spend anywhere from 30 to 40 percent of their time this

year managing documents, up from 20 percent of their time in 1997. The increase can beattributed to a variety of factors including exponentially rising storage volumes, more complexinformation handling requirements, rapid change-over of staff and storage models (shareddrives) that were developed over 30 years ago.

Dealing with the complexities of finding relevant and reliableinformation that match information needs is essential. Matchingreduces content management (CM) gaps – i.e. enables thefinding of information to make informed decisions. CM gapsrepresent enterprise liabilities with potentially profound impacts.

Enterprise CM (ECM)

Most organizations have undertaken some form of focused CM initiative. These initiatives have

struggled in the past to garner broader corporate uptake due to their overly narrow focus, siloedservice (e.g.: limited search), complexity, limited executive/enterprise commitment, inability todemonstrate value, and other factors. Out of convenience, users are turning to Exchange emailto store terabytes of content, while the antiquated shared drive storage model developed in thelate 70’s runs out of gas when faced with supporting transformed business models. Websitespresent masses of documents that may or may not be secured in an office’s corporate filesystem. Organizations are looking to ECM to bring greater focus on these chronic, growingheadaches and manage the content chaos.

Growing frustrations with managing and finding informationalong with the overwhelming demands of information requestsis raising the need for an ECM strategy. There are newrequirements for e-discovery, e-disclosure, open data, andstorage. Significant advances in interoperability have improvedinformation exchange, the scope and effectiveness of search,and have eliminated the need for a one size “fails all” strategy.

The Provincial Strategy

The BC Provincial ECM strategy has been developedcollaboratively with significant participation from each ofthe provincial government sectors. It provides aconceptual architecture (Content Ecosystem), to addressthe development of standards, guidelines, best practices

and services to address the CM imperative.The strategy has been broken into several key areas(see figure 1) to help understand the complexity of thechallenge and clearly group business needs and relevanttechnology responses.

Some key responses include:

• Classification:

91% of enterprises that haveimplemented a well thought outECM strategy have seen it as

"extremely important" or“important” for the long termsuccess of their business.

Experts estimate that upto 80% of anorganizations informationtypically takes the form of

unstructured content.


5/35


v | P a g e

o Establish consistent and reliable classification practices through metadata andautomation.

o Evolve the ECM-Content Metadata Standard and Content Metadata Model withthe help of the Business Workforce Transformation group.

• Access:o Establish CM Interoperability standards and services.

• Discovery and sharing:o Work with the Business Workforce Transformation group and Shared Services

BC (SSBC) to establish a Federated Search capability.o Establish Natural Language Processes and Analytical search capabilities.

• Control:o Establish rules engines that control content based on the metadata classification.

• Protect:o Develop a Rights Management strategy including guidelines, and principles that

will guide Ministries on how to assess the risks for using and not usingInformation Rights Management.

• Storage:o Develop best practices and/or policy to reduce dependency on email systems

(Exchange) as a CM system.o Work with SSBC to develop plan to reduce dependency on File Shares.o Develop a Tiered Storage strategy.

Enterprise Content Management directly addresses government’s strategic goals for BusinessInnovation and supports the Service Plan objectives of Information Sharing for BetterOutcomes, Service Transformation and, indirectly, Value for Money.

Enterprise Content Management, as part of the IM/IT Enablers strategy, enables greateraccountability, information sharing and transparency. It is an important component in OpenData / Open Information and enables Ministries to work together more effectively by increasingthe ability to find, share and reuse information.


6/35


vi | P a g e

Background

Purpose of Document

The purpose of this document is to articulate an Enterprise Content Management Strategy for

the Province of BC. Through the understanding of business challenges, technology enablers

and current IM/IT initiatives this document will enable flexible and efficient enterprise-wide

implementations of program specific Content Management (CM) systems. There is a “go

forward” section containing recommendations fundamental to managing the lifecycle of the

content Government holds, on behalf of the citizens of BC. This document supports the

corporate objectives of Information Sharing for Better Outcomes, Service Transformation and,

indirectly, Value for Money.

Document OverviewSection Description

Executive Summary Overview

Background Consists of the reviewers, the intended audience and the purpose of thisstrategy.

Introduction Consists of the scope and the evolution of Content Management.

Approach The approach taken to create this strategy

Business Drivers Main business drivers of this strategy

ECM Challenges 7 key areas related to Enterprise Content Management Challenges

Strategy The Strategy section is the “Go Forward Plan” listing the areas that mustbe addressed to support the “Content Ecosystem”. The strategy section

identifies recommendations to address the business challenges that arenot being addressed today.

Conclusion Conclusion

Appendix

Focus Group Approach

The process used in developing this strategy

BusinessRequirements

Identifies the government’s daily business challenges.

TechnologyEnablers

IM/IT Responds to the business challenges by identifying fundamentalsolutions that will enable the resolution.

DetailedDeliverables

Gives a detailed description of the recommendations/deliverables of thisstrategy.

Audience

The target audience for this document is Ministry CIOs, architects, Ministry business planners,Shared Services BC and other external entities.


7/35


vii | P a g e

Table of Contents

FOREWORD .................................................................................................................................................III

EXECUTIVE SUMMARY ............................................................................................................................. IV

BACKGROUND ........................................................................................................................................... VI

PURPOSE OF DOCUMENT ............................................................................................................................ VI DOCUMENT OVERVIEW ............................................................................................................................... VI

AUDIENCE .................................................................................................................................................. VI

INTRODUCTION ........................................................................................................................................... 1

SCOPE ........................................................................................................................................................ 2

STRATEGY DOCUMENT CREATION APPROACH ................................................................................... 3

BUSINESS DRIVERS ................................................................................................................................... 4

CONCEPTUAL FRAMEWORK .................................................................................................................... 5

7 Key Areas from a Business Perspective ............................................................................................ 5

7 Key Areas from a Technology Perspective ........................................................................................ 5

ECM CHALLENGES .................................................................................................................................... 7

BUSINESS PERSPECTIVE .............................................................................................................................. 7

Business Challenges ............................................................................................................................. 8

ECM GOVERNANCE .................................................................................................................................... 8

TECHNOLOGY PERSPECTIVE ........................................................................................................................ 8

Technology Challenges ......................................................................................................................... 9

IM/IT INITIATIVES ......................................................................................................................................... 9

INDUSTRY ADVANCEMENTS ........................................................................................................................ 11

Interoperability ..................................................................................................................................... 12 Social Media ........................................................................................................................................ 12

eDiscovery ........................................................................................................................................... 13

Preservation ........................................................................................................................................ 13

Open Data ........................................................................................................................................... 13

STRATEGY ................................................................................................................................................. 15

Goals: .................................................................................................................................................. 15

Conceptual Architecture ...................................................................................................................... 15

Long Term Vision ................................................................................................................................ 16

Go Forward Plan ................................................................................................................................. 17 Key Actions Supporting the Strategy: ................................................................................................. 17

CONCLUSION ............................................................................................................................................ 18

REFERENCES ............................................................................................................................................ 20

TERMS AND DEFINITIONS ........................................................................................................................... 20

APPENDIX .................................................................................................................................................. 25

THE CONTENT REFERENCE MODEL ............................................................................................................ 25


8/35


viii | P a g e

Definitions ............................................................................................................................................ 25

THE FOCUS GROUP APPROACH ................................................................................................................. 25

Initiation ............................................................................................................................................... 25

Framework .......................................................................................................................................... 25

Focus group ........................................................................................................................................ 26

Process ............................................................................................................................................... 26

IN THE END THE HARD WORK AND TIME PAID OFF AS CONSENSUS WAS ACHIEVED AND ALL OF THERECOMMENDATIONS WERE SUPPORTED. ..................................................................................................... 27

Table of Figures

Figure 1 – Key Areas ................................................................................................................. iv

Figure 2 – Business Perspective ................................................................................................ 7

Figure 3 – Business Challenges ................................................................................................. 8

Figure 4 – Technology Challenges ............................................................................................. 9

Figure 5 – IM/IT Initiatives .........................................................................................................10

Figure 6 – Conceptual Architecture ...........................................................................................15


9/35


1 | P a g e

Introduction

The first version of the BC Provincial Enterprise Content Management (ECM) Strategy waspublished in January 2011. The direction and long term vision of ECM continue to align with

both government direction and industry trends.

The government 2.0 IMIT Enablers Strategy published after the ECM Strategy version 1.0identified content management as a technology enabler. ECM is a corporate strategycontaining a set of solutions to create the “Content Ecosystem”, and is an integral component ofInformation Management.

Industry continues to advance in this area:

• Version 2.0 of Content Management Interoperability Specification (CMIS) is beingdeveloped and products continue to align with this specification.

• The “social media revolution” is forcing organizations to expand content managementarchitectures.

• Open Data/Open Information is necessitating organizations to extend contentmanagement capabilities for public consumption.

• Mobility, users want to work with the new technologies.

This strategy is not about consolidating platforms or content technologies nor is it dictatingproducts, it is about identifying areas that need to be standardized or set as a common set ofpractices to create interoperability and legislation compliancy. Technologies and platforms willchange over time but this common set of practices around classification and preservation, forexample, will persist.

There are 3 information management challenges before government:

1. Take control of the content. This is imperative as content continues to growexponentially. Government’s biggest asset is information and 80% of that information iscontent in the form of emails, video, audio, files and documents.

2. Manage and protect content by ensuring compliancy to legislation and governmentpolicies.

3. Reuse or leverage content. Whether it is in the form of gathering business intelligenceor the ability to retain knowledge. Lets face it with the workforce changes happening itis going to be imperative that we are able to retain the knowledge and leverage it in thefuture.

A sometimes forgotten key point is that ECM forms the underlying foundation supporting manyof business applications; Enterprise Resource Planning (ERP), Customer RelationshipManagement (CRM), Employee Management and Case Management. These enterpriseapplications are transactional based but manage significant content, content management issomething that needs to be done consistently on all of government content. This strategy sets

that consistency and continues to evolve with each new version.


10/35


2 | P a g e

Scope

The scope of this document focuses on Document & Content Management; content in the form

of files, whether they are text, media and images or other formats, whether they are multiplystored on a desktop, an email system or file share.

Government lives in a world of content chaos. This strategy identifies ways througharchitecture, standards, guidelines, best practices and process models to manage this chaosand help ensure content is being classified, managed, protected and stored consistently acrossgovernment.

This strategy identifies ways to create a “Content Ecosystem” creating accessible contentacross all of government.


11/35


3 | P a g e

Strategy Document Creation Approach

This strategy was developed through the ECM focus group which each of the sectors acrossgovernment, and a representative from Shared Services BC, OCIO Security Branch, Information

Access Operations (records management), and Business Workforce Transformation. Thisgroup met every 3 weeks over a 7 month period for a presentation followed by a 2 hourdiscussion. The presentations contained background materials around industry standards andvendors view of the future, they were a means to get the discussion started. For full detailsrefer to the section in the appendix “The Focus Group Approach”.

A number of vendors were consulted, with a focus on “capabilities” and not on “solutions”. It wasimportant to focus on the content itself and not on the technology used to manage it, determineways to create content once and then reuse it in multiple channels of communication andknowledge transfer.


12/35


4 | P a g e

Business Drivers

The following business issues guided the development of the ECM strategy. Management andsecurity issues:

1. The need to establish improved management practice over the current deluge of data(which is often replicated many times) in order to reduce risk

2. The need to manage the number of diverse CM systems and limit the number ofsolutions.

3. The need to achieve cost savings through improved information management. Thisincludes more cost effective storage, more controlled information retention and disposal,and the ability to reduce the costs associated with effectively finding the rightinformation.

Improved leveraging and exploitation information issues:

4. The need to improve content “findability”5. The need to reuse content and use it in decision-making purposes.

6. The need to update our dated tools and practices, the paper approach is no longerworking. E.g. revolutionize government services the same way the ATM card did tobanking.

7. The need for improved public service through citizen engagement & open data

There have been a number of siloed approaches to Content Management over the years; somehave been very successful within their program areas while others have been less so. Whathas been lacking is the complete enterprise wide view, the big picture if you will, of how all ofthe pieces or siloed approaches and individual components fit together to achieve a “ContentEcosystem”.

One solution or product will not meet the needs of every business area. But alternately theremust be control over the number of solutions chosen within government and a common base

line or practice adopted to ensure that each of these solutions or products can work within theEnterprise Content Management environment. Interoperability, consistency, automation andreuse are the main goals of this strategy, creating an environment where products chosen tomeet specific business needs work as seamlessly as possible to create a “Content Ecosystem”.The alternative is to continue to isolate the information needed to provide better services tocitizens. Resources will be used to manage the content chaos rather than deriving value fromproperly managed, findable and accessible content. An ECM strategy is needed to leverage theinvestment in current information content and more importantly to avoid wasting scarceresources on accumulating content without a means of accessing and using it effectively.


13/35


5 | P a g e

Conceptual Framework

This document is based on an Enterprise Content Management (ECM) Conceptual Framework,which describes 7 key areas from a business and technology perspective that must be

understood and addressed. These areas were identified as critical to the success of a “ContentEcosystem”.

7 Key Areas from a Business Perspective

Understanding the conceptual framework from a business perspective will identify how a well-implemented ECM initiative facilitates the following methods and benefits:

1. Classify –the content business areas own or provide custodianship over; 2. Access - improve accessibility to business information to support the needs of the

business and its target groups;3. Discover and share - the content reducing rework and encouraging reuse;4. Control the content by establishing the business needs that support Information

Management within a content collection;5. Protection - of the content both internally and externally through advanced information

security;6. Storage - Control the rising cost of storage through smart use of layered storage

devices and; 7. Authorization - Ensure only authorized users access the content through the use of

IDIM.

Government program areas vary dramatically with respect to their CM needs. The ECM strategywill provide the necessary structure for all organizations to establish a CM baseline to enableinteroperability between the different products, products chosen to meet specific businessneeds.

7 Key Areas from a Technology PerspectiveUnderstanding the conceptual framework from a technology response point of view will enableprogram areas across Government to standardize the way in which they:

1. Classify - Ensure classification of the content so that the right security and managementconstraints can be applied;

2. Accessibility - Ensure a decision-maker access to information quickly and efficientlythrough the Web and Application layer;

3. Discover and Share - Enable federated search and information sharing via theinteroperability layer ;

4. Control - Ensure the control of information based on the classification of theinformation and the CM capability components;

5. Protection - Ensure the information is protected with the help of Information RightsManagement where merited based on the classification of the information;

6. Storage - Ensure tiered storage of information is addressed to enable archiving,capacity and availability considerations, and performance considerations; and

7. Authorization - Ensure that only the authorized people can gain access to theinformation with the help of IDIM.

To ensure a consistent technology understanding, the ECM strategy maintains or references thelatest implementation regarding Government corporate standards around:


14/35


6 | P a g e

• Trusted Identity - Identity Management (IDIM) initiative;

• Improving Business Processes – Business Automation initiative

• Virtual Teams – Communication and Collaboration

• Insightfull Information – Business Intelligence (BI)

• integration and interoperability (CMIS and general interoperability infrastructure) usagepatterns;

• CM components like electronic document and records management (i.e. thegovernment Enterprise Document and Records Management System (EDRMS) TRIM(Total Records and Information Management)),

These and other technology considerations are essential to provisioning the effective capture,management, storage, preservation, and delivery of any content and ensures the consistentimplementation of interoperability patterns across the B.C. public sector program areas. TheECM strategy fosters greater:

• developer productivity,

• cross-system data standards,

• cross-tool architectures,

• cross-team design and

• development synergies,

All of this will assure the integrity and lineage of the data as it travels across multipleorganizations and technology platforms.


15/35


7 | P a g e

ECM Challenges

Business Perspective

There are two key challenges from a business perspective when dealing with content withingovernment today

1. searching, finding and then accessing content, and2. ensuring compliance to legislation and policies around authorization, protection and

management so, for example, information breaches do not happen2

Referring to Figure 2:

, nor unauthorizeddisposition of information.

• Employees have information thatthey want a target group to see.That target group could be as

broad as the public or as narrowas a handful of people due to theconfidentiality of the information.

• There is a need to identify thetarget groups that are permitted toaccess the information.

• Access Policies (enforced byautomated or manual rules) needto be in place for the managementof the information.

• It is necessary to classify thecontent so that it can be retrievedand managed accordingly.

From a business user productivity perspective these details just add to the daily workload. Asystem capable of automatically aligning policies and workflow would significantly reduce workpressures.

The ECM strategy is based on establishing a federated and interoperability space, reducing thecontent classification burden from the end user. Ensuring the end user has the tools needed tointeract with the content to perform their business tasks. Areas of overlap and challenges

include:• Establishing communications between the CM systems,

• Developing consistent access processes so that content can be shared and discoveredacross multiple CM systems, and

• Ensuring legislation and policies are complied with across government

2 Ann Cavoukian , the Information and Privacy Commissioner of Ontario, called on governments to

radically change the way they police the sharing of personal information.

Figure 2 – Business Perspective


16/35


8 | P a g e

This strategy helps business explore these concerns and position them to overcome a lot of thechallenges faced today through standards, architecture, guidelines, best practices and sharedservices.

Business Challenges

Referring back to the conceptualframework seven key aspects havebeen identified that must beaddressed from a business point ofview and are shown in Figure 1.

These aspects are all interrelated, forexample classification includessecurity requirements that dictateaccess, authorization, protection andstorage requirements. What thisdiagram is showing is these are theareas that common baselines must berealized to enable a “ContentEcosystem”.

Refer to the Appendix BusinessRequirement section to review theservice benefits/expectations andconceptual requirements for eacharea.

ECM Governance

It is recognized that in order for a strategy of this magnitude to be realized there must be astrong governance model guiding stakeholders to the required enterprise approach. ECMgovernance contains universal baseline capabilities for all. In addition to the baselinecapabilities there are also specific and unique requirements. What becomes baseline (andhence affects the entire government) and what remains unique (but manageable), requiresgovernance.

Specific roles and responsibilities related to unstructured content must be clearly articulated andrepresented across government. Not only is this strategy going to address the businesschallenges identified above it is going to address the components needed to support and build

the underlying and ongoing foundation.

Technology Perspective

The BC Government has been a leader in establishing corporate standards and sharedservices. Despite this there are still many frustrations when it comes to managing/findingcontent and the vast number of systems and repositories that exist today. Technology helpsenable government to respond to the business challenges. Standardization of the seven key

Protection:How do I protect content both insideand outside the organization?

Storage:How do I control the rising cost of contentstorage and still getting the access I need?

Discovery and Sharing:How do I find, move andexchange content?

Classify:What is the nature of my content and how do Idescribe it?

Access :How do I consistently get access toall of my content?

Control:

How do I need to control mycontent within the system?

Aut hor izat ion :How do I ensurethat only theauthorized peoplecan gain access tomy content?

Figure 3 – Business Challenges


17/35


9 | P a g e

technology aspects ensures an ecosystem will be obtainable. With common technologypractices coordination among data management disciplines become achievable. Improveddata quality, integrity, consistency, scalability, and architecture will be benefits realized.

Use technology to automate content classification and minimize the manual interaction. Thiswill reduce the inconsistence and human error and enable government to automatically act uponthis classification to protect and manage the content.

This strategy addresses these challenges through architectural standards, guidelines, bestpractices, product standards,awareness sessions and sharedservices.

Technology Challenges

Referring back to the conceptualframework seven key aspects havebeen identified that must beaddressed from a technology point ofview and are shown in Figure 4.

The seven aspects can be addressedthrough the use of specifictechnologies. The application of thesetechnologies must be coordinated andcollaborative. Individual Ministries canimplement different technologies aslong as these technologies are inaccordance with government directionand can be reconciled within theecosystem.

Refer to the Appendix Technology

Requirement section to get thedetailed requirements for each area.

IM/IT Initiatives

Currently, there are a number of strategic IM/IT Content Management initiatives, projects andservices at varying maturity levels. The table bellow highlights these, the lead and the ECMchallenges they address or partially address:

• Area Lead • Role ECM challenges partiallyaddressed

Open Data: Workforce Planningand Leadership

• Citizen engagement, informationsharing for better outcomes.

•

• Content Classification• Discovery and Sharing

Data Management Roles andResponsibilities Standard.

Data Architecture Advisory Council(DAAC)

• Data roles and responsibilities • Content Classification• Content Ownership and accountability• Content accessibility

Protection - Right s Management:Ensure the appropriate safeguards areembedded or attached to the content.

Storage - Tiered Storage:

Address availability, performance, capacity andarchiving in a cost effective manner.

Discovery and Sharing -Interoperability Standards:Establish criteria for CM systeminter-connection.

Access - Interface Standard s:Standardize the interface to the content forboth the applications and user.

Control - Content LifecycleDefinition:Establish core criteria for managingcontent.

Aut hor izat ion :Ensure that onlythe authorizedpeople aregaining access

Classify - Metadata & Taxonomy Development:Ensure content is classified so that the right securityand management constraints can be applied.

Figure 4 – Technolog y Challenges


18/35


10 | P a g e

Information SecurityClassification Policy

OCIO Security Branch • Security classification for content.•

• Content security classification• Content accessibility• Content protection• IAO is working with OCIO Security on linking

security classifications to ARCS/ORCS andEDRMS TRIM.

Enterprise Document andRecords Management System

(EDRMS), TRIM (Total RecordedInformation Management)

Information AccessOperations , SSBC

• Document and records classification asit relates to retention scheduling and

disposition• Corporate document repository,

accessed and managed via standardmetadata

• Content classification from recordsmanagement perspective

• Content Ownership and accountability.• Content lifecycle management• Content accessibility• Content protection• Authorized disposition• IAO is working with OCIO Security on linking

security classifications to ARCS/ORCS andEDRMS TRIM.

Information Access Operations,Shared Services BC

• EnterpriseDocument andRecordsManagementSystem

• ARCS/ORCS

• Provides central FOI and recordsmanagement services to all ministries,in fulfilling statutory and policyrequirements for the management ofrecords within the provincialgovernments’ custody and/or control

• Develops mandatory government recordsretention and disposition schedules: e.g.,

Administrative Records ClassificationSystem (ARCS); Operational RecordsClassification System (ORCS).

• Provides central business management andsupport for EDRMS/TRIM

• IAO is working with OCIO Security on linkingsecurity classifications to ARCS/ORCS andEDRMS TRIM.

Business WorkforceTransformation

• Manages the infrastructure for sharedand hosted CM systems, the CorporateSearch Engine and the Corporate Web

Analytics service.• Provides a full suite of design and web

development services.

• Develops and manages the Web Standards,including metadata and taxonomy, for theBC Government web content.

•

Shared Services BC (SSBC) • BC electronicIdentity (BCeID)

• PSA designated asthe AuthoritativeSource foremployee data

• Corporate service for an electronicidentity

• Authoritative source for employee data

• Accessing information• Protecting information• Metadata for employee data

OCIO Architecture and Standards

Branch

• Enterprise Content

Management(ECM) Strategy

• Identity InformationManagement(IDIM)

• Information AccessLayer (IAL)

• Business ProcessManagement

• User Provisioning

• The Office of the Chief Information

Officer (OCIO) has developed astrategy for better information sharingthat will enable more informationdecision making and generate betteroutcomes for citizens and businesses.

• The Information Access Layer (IAL)provides a critical layer enablinginformation sharing between citizen-centered service providers across thepublic sector and their private sectorpartners for a wide variety of provincialinformation services.

• The Business Process Managementprovides a critical link to bringing someconsistency around how processes are

automated and integrated

• This strategy is about making sure the right

people have access to the right informationat the right time for the right reasons, whileensuring and enhancing the privacy ofcitizens

• accessing information

• protecting information

• automating processes

Ministry of Housing and SocialDevelopment and Ministry ofChildren and Family

• Integrated CaseManagement (ICM)Project

•

Figure 5 – IM/IT Initiatives

A few of the above initiatives have been elaborated on below to show how the ECM Strategyties into them:


19/35


11 | P a g e

• The Identity Information Management (IDIM) strategy and standards are being led by the Architecture and Standards Branch within the Office of the Chief Information Officer(OCIO) while the project is being led by Shared Service BC (SSBC). The full potential ofthe ECM strategy hinges on the IDIM initiative. It is through the use of identitycredentials and authoritative parties that the access control is based on.

• Open Data led by Workforce Planning and Leadership is in the process of creating an

environment to support the province’s open data. This group has created an Open Data

Catalogue and a web presence to interact with the public (DataBC). It is recognized

that the engagement with the public through this type of means is an asset that

government wants to encourage. The ECM Strategy supports this initiative:

o through classification of unstructured content, identifying early on that content is

public will help with the open data initiative

o metadata is essential to the open data catalogue and is providing consistency

across government

o interoperability and the means to get access to repositories that house open data

and open information

• Integrated Case Management (ICM) led jointly by Housing and Social Development andthe Ministry of Children and Families. This project is a significant project currently being

developed within government. It is breaking down the silo between two of the social

ministries allowing government to better serve the citizens of B.C. The goal is to

integrate CASE work and share information between the two sectors, using a single

environment. The importance of the ECM Strategy is the fact that so much of a case is

unstructured content, documents and reference material needed to effectively work a

case. Content Management is a foundational piece for this Enterprise Business

Application, the ECM Strategy creates that foundation and supports this initiative:

o through content classification

o improved search and discovery

o consistent access control, ensuring that only people allowed to search and view

the information have access to it

o interoperability addressing the means to get access to the repositories that store

the information

o interface consistency allowing the application to be available to the case material

through a consistent means.

• Integrated Corrections Operations Network (ICON II) led by Public Safety & Solicitor

General is building the foundation for Justice ECM in collaboration with the OCIO. The

solution will leverage corporate IDM services to provide secure confidential access to

sensitive legal material, protect the rights of accused persons, and the integrity of

criminal prosecutions. The Project is building the solution to align and support thecorporate ECM strategy and metadata standard.

Industry Advancements

The direction presented in this version is still very much aligned with version 1; however therehave been industry advancements in this area that need to be linked to this version:

http://data.gov.bc.ca/http://data.gov.bc.ca/http://data.gov.bc.ca/http://data.gov.bc.ca/http://data.gov.bc.ca/http://data.gov.bc.ca/


20/35


12 | P a g e

Interoperability

International standards and developing products are evolving to be more interoperable,recognizing the need to standardize on common interfaces to enable systems to share content.Content Management Interoperability Services (CMIS) is a specification for allowing users toshare and access data across multiple content management (ECM) systems.

CMIS provides a data model and web services for defining ECM capabilities, such as query, atthe repository level. This allows developers to create custom applications for CMIS-compliantcontent management systems without having to understand each specific system. Prior toCMIS, companies had to build or purchase custom application connectors, migrate content fromone system to another, or use existing (but limited) content sharing standards, such as JavaContent Repository.

This strategy recognizes the need to support this advancement and through the architectureand standards is defining this.

Mobility

The Post PC era gives birth to the "new user," who interacts with information from a variety ofsources, and across a multitude of devices. Integrating user-friendly interface with the traditionalcontent management repositories delivers the new mobile and external collaboration capabilitiesrequired for businesses to make better, faster decisions. These joint solutions strike the rightbalance in giving users easy-to-use tools for accessing information regardless of device, withthe control IT expects for capturing, managing, processing and preserving content.

This strategy recognizes the power behind enabling the “new user” to interact like this while inthe work environment. This interaction will also have to take under consideration that the usermay be “disconnected” from the enterprise environment when in remote locations. By providingan ecosystem that enables and supports mobility government is creating this cultural shift andwill only benefit from it.

Social MediaThe “Social Media (SoMe) Revolution” is upon government. It is not a fad it is here to stay. It isexperiencing significant internal uptake and generating increasing amounts of unmanagedcontent. It is important to see how it fits into the ECM Strategy.

To aid in the understanding of how SoMe and Content Management (CM) are related we candivide CM into two conceptual categories, traditional Systems of Record (i.e., DocumentManagement and Records Management systems) and the new generation of Systems ofEngagement (i.e., Yammer and Facebook).

• In Systems of Record, content is authored as discrete files and is easily searchable,users generally need to be trained, access is regulated and constrained, and there is astrong focus on enterprise-wide security and policies.

• Social software falls into the Systems of Engagement category, where content isdeveloped collaboratively and can be of any type (audio, video, images, etc.), and thesystems follow Web 2.0 principles so little training is needed, accessibility is wide open,and security is limited to individual user privacy.

Both of these types of systems add value and are important to government, in order to leverageboth, they must co-exist in a cohesive manner. While a System of Record promotes efficiency, aSystem of Engagement creates effectiveness. The resulting social enterprise architecture is thatin which the System of Engagement operates on top of and in touch with the System of Record.

http://searchwinit.techtarget.com/definition/enterprise-content-management-ECMhttp://searchdatamanagement.techtarget.com/definition/data-modelinghttp://searchsoa.techtarget.com/sDefinition/0,290660,sid26_gci750567,00.htmlhttp://searchsqlserver.techtarget.com/definition/queryhttp://searchoracle.techtarget.com/definition/repositoryhttp://searchoracle.techtarget.com/definition/repositoryhttp://searchsqlserver.techtarget.com/definition/queryhttp://searchsoa.techtarget.com/sDefinition/0,290660,sid26_gci750567,00.htmlhttp://searchdatamanagement.techtarget.com/definition/data-modelinghttp://searchwinit.techtarget.com/definition/enterprise-content-management-ECM


21/35


13 | P a g e

The ECM Architecture document shows how this environment works.

eDiscovery

eDiscovery is the iterative process of identifying, collecting, preserving, preparing,reviewing, and potentially producing electronically stored information (ESI) to support

litigation, investigations, and regulatory proceedings. eDiscovery is the process that allowslitigators to search through, review and comment on documents relevant to their litigation.

Within government, the demand for eDiscovery is growing as litigation requires increasingvolumes of electronic evidence. This strategy provides the foundation for categorizing,labeling and searching information, which does assist in the execution of eDiscovery. Thisstrategy by separating the middle management layer enables management services to beexposed and leveraged by all presentation layer applications. Exposing a legal hold servicewould aid the eDiscovery process.

Preservation

Preservation ensures the reliability and trustworthiness of electronic documents throughout the

documents life cycle. Content needs to be readable, viewable or auditable for the duration of itslife otherwise it holds no value. Preservation ensures:

• the type of content is always consumable,

• the integrity of the content has been maintained in that it has not been compromised orcorrupted

Preservation supports eDiscovery, open data, and archiving, it crosses all of governments linesof business and effects every electronic activity.

A low priority in government today and the lack of a preservation strategy poses a huge gap.

Open DataOpen data is the idea that certain data should be freely available to everyone to use, combine

and republish as they wish, without restrictions imposed by copyright, patents or othermechanisms of control. While not identical, open data has a similar ethos to those of other

“Open” movements such as open source, open content, and open access.

Several national governments around the world have committed to making a large part of the

data they collect available to the public, including the province of B.C.:

• Data.gov – U.S. government open-data website launched in May 2009

• Data.gov.uk – U.K. government open-data website launched in September 2009

• Data.gov.au – Australian government open-data website launched in March 2011

• Data.gc.ca – Canadian government open-data website launched in March 2011

B.C. government’s website:

• Data.gov.bc.ca

This strategy supports the open data movement through the classification of content, identifyingduring the early stages of a document’s life cycle what is public data. Establishinginteroperability making it easy for users to locate open data and by addressing the need toimprove search and discovery within government. Open data sets are just a form of


22/35


14 | P a g e

unstructured content, the practices addressed in this strategy only aid in the success of thismovement.


23/35


15 | P a g e

Strategy

Goals:

The goals of this version of the strategy are to:• Further detail out the Conceptual Architecture by creating a Functional Architecture

• Establish a plan outlining how to move the Functional Design forward

• Create a Business Case for the ECM Functional Architecture Strategy

• Create the next release of the ECM-Content Metadata Standard and Content MetadataModel.

• Develop a Governance Framework

Conceptual Architecture

It is understood that not all content needs to be managed to the same degree and that onesolution will not be the best fit for all business needs. There are a range of content types thatmake it impossible to select one solution however it is also recognized that too many solutionswill also have the same detrimental effect. In order to create a manageable and interoperable“Content Ecosystem”, standards must be created in the seven areas defined above and acommon understanding of the integration points must be established. To start thisunderstanding the ECM Functional Architecture document has been created.

ExternalOrganizations

Contr

Protect

Storage

Discovery and Sharing

Increasin Levels of Precision and Control

Content Classification

Access

Contr

Control Control

Control

Protect

Storage

A u t h e n t i c a t i o n

Figure 6 – Conceptual Architecture


24/35


16 | P a g e

Long Term Vision

This strategy transforms the government environment to a place where information is alwayseasy to find and readily accessible. All of government information whether it is a contract, astrategy, a piece of evidence, a profile of an employee, a learning video or a recorded livemeeting would be automatically classified, tagged, and be searchable consistently across

government and accessible when authorized. The information would be managed andprotected according to legislation and policies through the use of CM systems and automatedrules. CM systems that contain the necessary capabilities to achieve the business requirementsand automated rules that can be leveraged across government.

A “federated search” allows multiple information sources to be searched from one location. Forexample, content tagged as public would be available to citizens at a “one stop” locationenabling Open Data and Open Information.. The location of the information would betransparent to the citizen because of the interoperability technologies used to classify, protectand authorize access to the content. Natural Language Processors and text analytics will beused to increase the probability of finding relevant and reliable information.

Applying access control to the content based on roles of the user and not on the individual useritself would allow employees greater access to the information they need. Employees would nothave to register with or switch to each system they need to access, saving valuable time.

The content itself would contain the information relating to who can access it and whatcapabilities they would have with respect to read, write, delete, send and copy. Access couldbe given or restricted based on the department they work for, the position they are working in,the professional license they hold or any combination. With this type of access (ensuring therearen’t any other constraints related to custody and legislative) content could reside anywhereeven in the cloud because only the users with the right credentials could get access. Thecontent in a sense would protect itself with Information Rights Management managing thecontent outside of the organization. This ensures the information is protected even if it falls intothe wrong hands. Only the person with the proper credential will be able to open and accessthe information.

Content would be located in a managed CM system rather than in an unmanaged file share.The capabilities that a CM system offer outweighs what a file share can do in terms of lifecyclemanagement, audit and traceability, and access and authentication protection. Less use of fileshare and more use of a CM system would ensure less risk for information breaches orunauthorized disposal of information. Using a CM system rather than a file share would implyfewer requirements for VPN and DTS because direct browser access is possible.

Content will be sent via email through links rather than as attachments which would lead to thereduction of email storage costs. Increased safety would be an added benefit because even if alink is miss-sent, the non-intended recipient could not open that link because of theauthentication and access protection within the CM system.

Just as electronic banking changed the way the financial world works this strategy will guide the

government to change the way we work with government information.


25/35


17 | P a g e

Go Forward Plan

The go forward plan of this version of the strategy continues to be to set the common base linewith respect to content and the content management practices throughout Government. Thecontinued approach of adoption, to support business needs, is at the forefront of this strategy.

Key Actions Supporting the Strategy: Action Descript ion Date Started

(or ongoing/completed)

Develop an ECM – Content Metadata Standard to identify what metadataelements are required during different stages within a content’s lifecycle.

Completed

Develop a Content Metadata Model to identify metadata elements andtheir definitions.

Completed

Conduct awareness sessions education business owners of the benefitsand value behind classification through metadata

On going

Functional ECM Architecture document review, validate and awareness November 2011

Develop an ECM Functional Architecture – a business oriented documentexplaining the vision in terms of functions.

December 2011

Vendor Demos and Proof of Concepts March 2012

Develop a Governance Framework March 2012

Develop a business Case March 2012

Identify a sponsor to develop and submit a T&T process plan September 2012

Develop the next version of the ECM-Content Metadata Standard October 2012

Develop the next version of the ECM Strategy December 2012

Develop rules December 2012

This strategy will continue to evolve over time. New versions will be produced as needed toidentify the advancements and direction of the B.C. Government “Content Ecosystem”. Thisstrategy is focused on maximizing employee productivity and enhancing their engagement witheach other. Ensuring continuity across the broader public sector to move us towards afederated Content Management Environment aligning us closer to the Government’s strategic

goals which are to ensure the right information gets to the right person at the right time, toimprove information sharing and to reduce costs.


26/35


18 | P a g e

Conclusion

Employees require greater access to, and control over, content. The practices used today arethose of the past and have not evolved to take advantages of the capabilities and

advancements available today. These practices cannot cope with the exploding volumes andcomplexities of the content that exists today. Nor are they supportive of an information sharingand collaboration workplace that is needed.

Through the use of the focus group to create this strategy we have already started the ballrolling, awareness is happening and the excitement and benefits are being realized. Ministriesand vendors alike are excited and waiting for this movement towards a “Content Ecosystem”.

The siloed CM approach is not working for government as most of the silos cannot meet all ofthe current content lifecycles need. Growing frustrations with organizing and finding informationalong with the overwhelming demands of information requests need to be addressed.

If government continues to create disparate approaches, effectively isolating information neededto provide better services to citizens through the burgeoning growth of unmanaged content, the

problem is only going to get worse. Resources used to manage the content chaos will continueto put the government at risk due to human error and inconsistency. Information will continue tobe difficult to find and share. Government will fail to leverage the investment in currentinformation content and more importantly will continue to waste scarce resources onaccumulating content without a means of accessing and using it effectively.

This strategy addresses the 7 key areas:

Classify:

Practices and services that apply consistent and reliable content metadata to allunstructured content must be established. This includes the application of metadata thataddresses OCIO security, and records management classification, as well as commondiscovery metadata elements. The business owner is encouraged to build upon this

minimum set and define finer grained requirements to meet their specific businessneeds. This combination enables government to programmatically act uponclassification across the organization. It supports both corporate and specific businessprocesses and administrative needs. It will improve productivity because improveddiscovery will aid in the ability to find and reuse content.

Access:

Establishing interface standards that will be applied to all information sources, enablinggovernment to obtain a consistent look and feel when interacting with the differentinformation sources. Application owners need these standards to provide more cost-effective development and deployment of information systems; improved operations;better quality decision making as a result of more timely, accurate, and complete

information.Discovery and Sharing:

A “Federated Search” will improve content “findability” and lead to improved content andinformation sharing. Just as web portals have transformed the way in which consumers’access Internet content, shopping areas and services, “Federated Search” servicespromise to do the same for government, by providing a single entry-point to the wealth ofinformation, resources and expertise.


27/35


19 | P a g e

Control:

Automated metadata classification will reduce human error and inconsistency which inturn reduces liability risks. It is recognized that automation will not meet all classificationrequirements but it will meet the essential ones. Leveraging the automated metadataclassification will provide baseline control over content. Those baselines canaccommodate different rules and considerations required for open and secure contentand recognize the distinction between corporate/administrative type content andoperational content.

Protect:

There are times when added security measures must be taken and with the help ofguidelines and principles education of business risks when applying and not applyingadded Information Rights Management protection will be realized.

Storage:

Business needs are more complex these days and storage flexibility has to beaddressed. Business areas need to be given more flexibility in terms of the duration thecontent is needed, the type of content as well as the kind of access that is required.

This strategy will enable the BC Government to assist program areas align their contentmanagement practices with those of other program areas, align their developers technicalaspects with a common architecture. Security, audit, traceability and compliance are seen asadded benefits, but the prime driver is the need to maximize employee productivity and enhancetheir engagement with each other. Ensuring continuity across the broader public sector willmove government towards a federated Content Management Environment aligning closer to theGovernment’s strategic goals which are to ensure the right information gets to the right personat the right time, to improve information sharing and to reduce costs.

This ECM strategy will provide the foundations for building the BC Government “ContentEcosystem”.


28/35


20 | P a g e

References

• http://www.information-management.com/issues/20030201/6287-1.html InformationManagement The Problem with Unstructured Data

• http://aiim.typepad.com/aiim_blog/2009/06/8-things-you-need-to-know-about-content-classification-and-ecm.html Digital Landfill 8 Things You Need to Know about Content

Classification and ECM• http://searchdatamanagement.techtarget.com/news/1320746/Enterprise-content-

management-brings-order-to-chaotic-unstructured-content Search Data managementEnterprise content management brings order to chaotic unstructured content

Terms and Defini tions

Analyti cal Structured content that supports queries and analysis and isimplemented using structured databases, these arepurposefully de-normalized and optimized for query ease andperformance. Analytical content will contain aggregated orderived information.

Authored Creation of unstructured content in a wide variety of formats,such as multimedia, application system programs or textdocuments with embedded graphics. The term “authoring” isbroad in scope. At one extreme, taking a photo with a digitalcamera may be “authoring”. At the other, authoring mayinvolve a complex workflow for the production of a formalreport. E-mail or other messages exchanged are consideredto be authored content. These are implemented byspecialized authoring systems whose underlying repositories

may be of any of a variety of constructs to store data objectssuch as file systems, and relational databases.

Client A member of a target group.

Clients Represent service consumers (part of target group), clientshave expectations for services;

Collaboration Versioning control Allow multiple people to edit the content

Consumer The recipient of a payload resulting from a request made toan information service. Consumers operate under agreedlevels of service with information service providers.

Consumers may also be bound by one or more constrains(such as a license) applied by the owner over the sourceinformation asset.

Source: Services orientation: Winning Strategies and BestPractices; US Government FEAP DRM 2.0

http://www.information-management.com/issues/20030201/6287-1.htmlhttp://www.information-management.com/issues/20030201/6287-1.htmlhttp://aiim.typepad.com/aiim_blog/2009/06/8-things-you-need-to-know-about-content-classification-and-ecm.htmlhttp://aiim.typepad.com/aiim_blog/2009/06/8-things-you-need-to-know-about-content-classification-and-ecm.htmlhttp://aiim.typepad.com/aiim_blog/2009/06/8-things-you-need-to-know-about-content-classification-and-ecm.htmlhttp://searchdatamanagement.techtarget.com/news/1320746/Enterprise-content-management-brings-order-to-chaotic-unstructured-contenthttp://searchdatamanagement.techtarget.com/news/1320746/Enterprise-content-management-brings-order-to-chaotic-unstructured-contenthttp://searchdatamanagement.techtarget.com/news/1320746/Enterprise-content-management-brings-order-to-chaotic-unstructured-contenthttp://searchdatamanagement.techtarget.com/news/1320746/Enterprise-content-management-brings-order-to-chaotic-unstructured-contenthttp://searchdatamanagement.techtarget.com/news/1320746/Enterprise-content-management-brings-order-to-chaotic-unstructured-contenthttp://aiim.typepad.com/aiim_blog/2009/06/8-things-you-need-to-know-about-content-classification-and-ecm.htmlhttp://aiim.typepad.com/aiim_blog/2009/06/8-things-you-need-to-know-about-content-classification-and-ecm.htmlhttp://www.information-management.com/issues/20030201/6287-1.html


29/35


21 | P a g e

Content Any type of data or information that can be stored as a file.

ContentManagement

Application of management techniques to collect and controlcontent, communicate it within and outside the organization,and process it to enable managers to make quicker andbetter decisions. This includes the government’s standardrecords management practices.

CRM Customer Relationship Management

Custodian An information asset has a custodian who is responsible tothe owner and who applies controls to the information asset.The custodian is the recognized individual responsible forimplementing and maintaining information assets accordingto the rules set by the owner to ensure proper quality,security, integrity, correctness, consistency, privacy,confidentiality, retention and accessibility.

Refer to theRoles andResponsibilityGuideline

Data See InformationRefer to theOCIOInformationSecurity Policy

Discovery Is the process of searching, finding and then retrieving theinformation.

Disposition The action taken when information/records becomes inactiveunder an approved records schedule (i.e., destruction ortransfer to the custody of the government archives)

RecordsManagementdefinition

ERP Enterprise Resource Planning

GovernmentInformation

means all recorded information, regardless of physical format,that is received, created, deposited or held by or in anyministry, agency, board, commission, Crown corporation,institution, committee or council reporting or responsible tothe Government of British Columbia. Government recordsinclude machine-readable records, data stored in informationsystems, film, audio and audiovisual tapes, etc. Governmentrecords include cabinet ministers' records that are createdand/or accumulated and used by a Minister (or a Minster'soffice) in developing, implementing and/or administeringprograms of government. Government records do not includelegislative records (records created and/or accumulated and

used by an individual or an office in the administration of theLegislative Assembly of British Columbia or by a Member ofthe Legislative Assembly). The retention and final dispositionof most government records is governed by the DocumentDisposal Act

Refer to theOCIOInformationSecurity Policy

Governor Represents a single accountable role that ensures clientexpectations are being met, and is ultimately responsible forthe success of the program initiative/change;


30/35


22 | P a g e

Information the data in context. The meaning given to data or theinterpretation of data, based on its context, for purposes ofdecision making. (See: Government Information).

Refer to theOCIOInformationSecurity Policy

InformationManagement

Application of management techniques to collect and controlinformation, communicate it within and outside theorganization, and process it to enable managers to makequicker and better decisions. This includes the government’sstandard records management practices.

InformationService

An Information asset is accessed through an informationservice. An information service represents an endpoint thatprovides a defined interface for access to information assetsin the particular business context.

Metadata Is used to describe information that enables:

•

Discovery of content• Understanding the provenance and quality of the

content

• Analysis of the content

• Control of the content

Needs A need is a target group condition or circumstance that aprogram must address by reason of its mandate (purpose).Needs are not requirements, a need is a condition orcircumstance requiring relief.

Owner An information asset has an owner who holds accountability.The owner is the recognized individual who is identified ashaving the authority and accountability under legislation,regulation or policy for the collection of information assets.

It is the owner who defines the information assetrequirements of an agency, including ongoing managementrequirements.

An owner will often delegate the operational responsibility forinformation assets to a custodian.

Refer to theRoles andResponsibilityGuideline

Program An enterprise may include one or more programs. A programrepresents a mandate from the governors to achieve goalsand outcomes (based on a strategy) that address the

identified needs of a target group within a jurisdiction. Programs are delivered through a collection ofservices that contribute to the program goals and comply withthe program strategy.

ProgramOutcome

A desired future state of a target group based on their need;

Published Unstructured content assembled from its component pieces,into a desired format and disseminated to a target audienceand implemented using technologies that optimize discovery,


31/35


23 | P a g e

search and retrieval. Traditionally, published contentmanifests as physical printed media catalogued by librariesusing physical or electronic catalogues. However, more andmore published content is being held electronically inrepositories that include the file systems underlying websites,relational databases underlying content management

systems and XML registries.

Retention How long the information needs to be retained by thebusiness area in active or semi-active storage.


Scheduling A prescribed timetable that governs the life cycle ofinformation/record from creation, through active use within anoffice, retention in off-site storage during its semi-activeperiod, to final disposition when it becomes inactive.


ServiceOutputs

The tangible value of a service, which is discreet, measurableand deemed valuable by the client independent of otherservices.

Services Represents the provision of specific outputs that satisfy theneeds of clients (target group) and contribute to theachievement of program goals.

StructuredContent

Information assets typically described via entity-relationshipor class models, such as logical data models and XMLdocuments. Structured data is organized in well-definedsemantic “chunks” called entities, nodes or objects.

Source: US Government FEAP DRM 2.0

Supplier The provider of an information service through whichconsumers are able to access information assets. Suppliersimplement the information service, but may not necessarilybe the data manager, custodian or owner. However, asupplier would operate within the rules applicable to theinformation assets they utilize for an information service.

Source: Service orientation: Winning Strategies and BestPractices; US Government FEAP DRM 2.0

Target Group A population of individuals (organization, family etc.)identifiable via known characteristics (i.e. age, location etc.);

Transactional Structured content that supports business processes andworkflows and is implemented using structured databases,these are highly normalized and optimized for transactionalperformance.

UnstructuredContent

An information asset that is free-form format, such asmultimedia files, images, sound files, or unstructured text.Unstructured data does not necessarily follow any format or


32/35


24 | P a g e

hierarchal sequence, nor does it follow any relational rules.

However, unstructured content may contain some structuredcontent. For the sake of simplicity, this concept of semi-structured is considered to be within the scope ofunstructured data for the purpose of the Information

Architecture.

Source: US Government FEAP DRM 2.0

Workflow Order in which people must action the content. A workflow consists of a sequence of connected steps.


33/35


25 | P a g e

Appendix

The Content Reference Model

Definitions

1. Data is facts, that when put into context, becomes information.2. Information is data that has been put into context.3. Content is data or information that has been stored as a file.

The Focus Group Approach

InitiationICON II project was underway and was told to conform to the OCIO Strategy around ContentManagement. Rather than just building a strategy for a specific project/Ministry it was decided to create a

broad government wide solution.

FrameworkA framework was developed with a thought from a government wide perspective what is important to

align across all Content Management systems. It was determined that although the product was importantit was more important to have the interoperability. This framework identifies 7 key aspects: ContentClassification, Access, Discovery and Sharing, Content Control, Protection, Storage and Authorization. Itis these aspects that must be brought to a common baseline across government.

DATA

INFORMATION

CONTENT

Put into context

Store as a file


34/35


26 | P a g e

Focus groupA focus group was brought together to discuss the key aspects of the framework and to see if it heldstrong to all of the business requirements.The focus group was created through the ASRB (Architecture Standards Review Board), the concept was

presented and members were asked to put forward a representative from their sector to participate. SomeASRB members were the representative and others put forward a person that was closer to the subject.

ProcessThere was a kickoff meeting to set the terms of reference, and to get an agreement on the goals of thisgroup. A timetable of six sessions was presented, one for each of the six main areas leaving theauthentication to the IDIM team.

Prior to the meeting vendors were interviewed to get an idea of the industry direction, experts withingovernment were interviewed and a presentation was created. The presentation was vendor and productagnostic; the presentation gave a description of the key aspect and then identified key capabilities andfacts about the different options available.The group then took the next 2 hours to identify business needs, challenges and concerns. They looked at

the facts put forward and recommended where they would like to see government go.Following the meeting the chapter reflecting that key criteria was written and the group took their time

reviewing the contents passing the information on to others within their sector for comments.Once the document was completed with the group met a number of times to walk through the sections tomake sure everyone was in agreement.


35/35


Observations / Conclusions

There was great representation across the board. Members actively participated in the discussions and all brought forward business requirements, concerns, ideas and recommendations from their areas.It was very important to understand different areas challenges and relate them across different sectors.

In the end the hard work and time paid off as consensus was achieved and all of therecommendations were supported.

Documents

Enterprise Content Management Strategy