Senior Management Checklist - example

Developing a corporate information policy

Goals of a corporate information policy

• Ensuring appropriate use under existing and future legislation and protecting the interests of the data subject
• Eliminating wasteful duplication of capture/maintenance processes as well as simply eliminating unnecessary duplication of records
• Improving the accuracy of information used within local government processes - better and more-informed decision-making, better targeting of resources and reduction of errors
• Improving the timeliness of access to information - making information available where it is needed at the time it is needed in the form that it is needed

Four factors conspire to keep information in departmental silos: the legal and technical problems of legacy information, concern over the reliability of third parties involved in capturing and maintaining new information and the perceived threats of letting others use 'your' data. A corporate information policy has to address those barriers to modernisation.

Scope of a purposeful information management policy

Justifying

a corporate data model that includes a corporate view of the total data needs of the authority and a specification of fitness for purpose of each individual service data set

Collecting

capturing relevant information, in the right format with appropriate consents

Storing

accessibly, safely and efficiently

Maintaining

keeping up-to-date

Disseminating

making others aware that information exists

Sharing

delivering information where it is needed, when it is needed in the form it is needed

Key features of an information policy

However, the policy will fail to bite unless it clearly articulates the reason for placing information at the corporate heart of the organisation. Without that overview, the policy will be challenged:

• Why collect information, what’s it for?
• Why bother (more work for little gain)?
• Why are you threatening service department autonomy?
• The dual role of elected members as information providers and information users must not be overlooked.

In partnership planning, a shared policy has to address:

• Problems working to a common time frame because of different decision making processes
• Different procurement and financial rules

Finally, an information management policy should:

• Differentiate between management of content/documents/records
• Define where information-management stops and knowledge-management starts
• Facilitate agreement over standards and protocols for data collection and sharing
• Spell out (and provide resources for) the necessary content management and editorial disciplines

What problems will be encountered on the way?

• Integration of existing data-sets - not just because of variations in format/purpose but due to statutory constraints (e.g. LGFA, 1992)
• Planning for new ways of using information such as data-mining and data warehousing
• Escalation of the risk of error due to increased scale and uptake within a service network and also where service networks interact.
• Accurately eliminating duplicated records within the constraints of DPA.
• Lack of knowledge of what data exists and where
• "Churn" of objectives, structures, individuals

Catalysts and tools

• Use external imperatives as a way of getting buy in, such as ISB/CPA, Local Strategic Partnership needs, Audit Commission Quality of Life Indicators
• Establish a corporate vision that says data should be collected for all and not just an individual service. Use a contact centre style approach – one call tells all
• Create acceptance of the use of internet/intranet at the workplace
• Clarify the level of resource and benefits from each service centre and ensure everyone feels this is equitable
• Identify carrots – money, an easier life, job satisfaction – and sticks – the law, targets
• Eliminate legal excuses (we’re not allowed to …):
  • Use legal obligations as a driver for meaningful change
  • Clarify the implications of DPA/FOI and other constraints
  • Ascertain the extent to which "informed consent" and power of well being make the task easier

Developing an information culture

• Use Best value as a driver for using information effectively in departments
• Take steps to erase self importance (knowledge is power particularly if I am the only one with that knowledge)
• Deploy a change team of business consultants who can work with departments to manage the process
• Use secondments etc as a way of:
  • sharing individuals who everyone feels ownership of
  • seeing "the other side of the fence"
  • Make sure people can see the local benefit of corporate work
  • Improving skills and awareness of information sources