Implementation Plan - from Strategy to Practice

Objective

Outline the implementation plan for the PSC Data Management Strategy
Provide a companion document to:

Background

June 2018: EMC approves the PSC Data Management Strategy*

Developed based on industry standards as well as customized elements which best meet PSC needs
Meant to be a PSC-wide initiative

Fall 2018: A GC Data Strategy Roadmap is released

Winter 2018:

Crosswalk exercise confirms the alignment of both GC and PSC strategies
Implementation plan is underway
- Treat like a PSC-wide project with multiple deliverables

*Please refer to Annex A for the Data Management Strategy drivers and vision.

GC Data Strategy Roadmap

Formally known as the “Report to the Clerk of the Privy Council: A Data Strategy Roadmap for the Federal Public Service”, the GC Data Strategy and its recommendations were submitted to the Clerk and accepted in fall of 2018.

The Roadmap provides 21 recommendations that are structured around four themes:

Governance
People and culture
Data as an asset
Environment and digital infrastructure

Departmental requirements by September 2019:

Recommendation 4: Develop data strategies that are relevant, scaled and customized to their needs and aligned with the Data Strategy Roadmap - implementation plan is underway
Recommendation 5: Require all departments to ensure proper accountabilities, roles and responsibilities with respect to data - CDO function approved – now communicating role and clarifying other data responsibilities

PSC Context

In 2014-2015, the PSC conducted a review of its policy and oversight frameworks. The objective of the review was to strengthen the staffing system’s responsiveness to organizational context and operational risks.

The result of this review, a New Direction in Staffing, was a sensible deregulation of the staffing system which aims to provide hiring managers with the discretion to choose the resourcing strategy that best supports their organizational outcomes.

For hiring managers, exercising greater discretion will entail a transition from supporting a values-based staffing system in a regulated environment to values-based decision making where competing values may be at play.

Why is data important for the PSC?

Although our staffing environment has changed, the desired outcomes of the staffing system remain the same:

A highly competent and non-partisan public service drawn from across the country, benefitting from diversity, linguistic duality and range of backgrounds and skills;
Appointment processes designed so as not to discriminate or create systemic barriers;
Appointment processes conducted in a fair manner and in good faith, free from political influence, fraud, improper conduct, personal favouritism and bias; and
Timely correction of errors and omissions

Leveraging data to ‘nudge’ the staffing environment

Based on behavioural economics principles, research points to the value of providing decision makers with tools and information to support better outcomes. In essence, not to coerce or regulate the right behaviours but to “nudge” hiring managers into making the best decision.
A deregulated environment represents a unique opportunity for the PSC to play a vital role in promoting desired outcomes in the staffing system.
Therefore, through relevant and innovative research and data that help highlight system-wide issues, the PSC can effectively “nudge” hiring managers toward effective values-based staffing decisions.

To keep in mind as we move forward

It is by optimizing the use of its data that the PSC will be better positioned to develop relevant and innovative products, services and guidance to assist departments in addressing their operational realities.

In planning the implementation of the Data Management Strategy, the Executive Management Committee stressed the importance of the:

Human aspect behind the Strategy and its impact on employees
Risk tolerance for an error
Ethical use of data

The Human Aspect

The human aspect will be addressed by developing a:
- Change Management and Communication Plan in the first year of implementation; and
- PSC Data Literacy Plan to respond to the Data Management Baseline Survey results.
Leveraging social media to raise awareness of the Data Management Strategy will also be key in changing the organizational culture towards greater knowledge and use of data.
The corporate Learning Team will be a key player in supporting the learning experience of employees.

Risk tolerance for an error

The degree of uncertainty that is acceptable to the organization, depending on the nature and the purpose of the data, is not fully understood.
Light will be shed on this consideration by:
- Clarifying the roles and responsibilities of various actors with respect to data;
- Operationalizing the Data Approval and Dissemination Protocol throughout the organization; and
- Developing tools/guidance to support data quality across all sectors.

Ethical use of data remains a priority

As interest in staffing data increases, a reflection that goes beyond privacy and security issues is required to better define the conditions under which PSC data can and should be used and shared.

Guidelines and templates for Data Sharing Agreements will be developed to capture:

privacy - protect the privacy of individuals with respect to personal information and the requirements of the Privacy Act (PA) and the Access to Information Act (ATIA);
consent - what are individuals consenting to when they provide information;
mandate - of the organization that collects the information versus the mandate of the organization that wishes to obtain and use PSC data; and
intended use of data - original intent versus emerging possibilities such as research and AI

In addition, we will:

Create a corporate list of data sharing agreements and confirm alignment with PA and ATIA;
Review privacy notice statements; and
Implement mechanisms to mitigate duplication of data holdings, both local and procured.

Where are we now?

Data Management:

Data governance established
- Partnership between business owners, data experts and technology stewards
CDO function approved and Data Management Office in place

Page Break Data Infrastructure:

Feasability analysis of Data Lake underway
- Start with PIMS

Data Users:

Getting ready for PSC Data Literacy Plan
- Baseline survey of PSC data users completed and analysis is underway
  - how data is used at the PSC
  - type of support that would help employees
  - what competencies are needed
Competency-based framework for data analysts/scientists in progress

Proposed Phases and key deliverables

(See Annex B for priorities and timelines)

Phase 1: Establish the Foundation (2019-2020)

Clear data roles and responsibilities (i.e.: CDO, Business, Data stewards/curators, Data custodians)
Enterprise data management maturity assessment - include assessment of risks such as capacity, security and privacy
- Start with self-assessment using PIMS
Feasibility assessment for a Data Lake and schedule for infrastructure from SSC
PSC Data Literacy Plan - in complement to GC learning initiatives
User centric data access plan – based on results from engagement activities on PSC and Open Government data needs
- Start with the replacement of Impromptu
Strengthened data management practices and ethical use of data

Phase 2: Build Momentum (2020-2021)

Action plans/mitigation strategies developed and steps taken to address data risks and maturity findings
Data infrastructure in place or under development - Data Lake (or alternative) subject to prioritization process
Master Data Management Plan
Data Access and Dissemination Plan - including data analytics and visualization approach/tools
Delivery of learning modules
Alignment of PSC Data Management Strategy with GC direction and with data needs of Next Gen HR

Phase 3: Assess Progress and Adjust (2021-2022)

Measure and assess progress (internal audit planned for 2021)

Next Steps

Develop Project Charter
Establish Project Plan
Report on progress to the data governance

Annex A - PSC Data Management Strategy

Drivers and Vision

PSC drivers for a data strategy

From: 

Inconsistent management of data in siloes
No strategic oversight of the use of data
PSC employees do not always have access to the data that they need
Data not consistently treated as a strategic asset to support decision making
Some employees may not have the skills or the tools that they need to use data effectively

Trought:

Robust data governance and stewardship
Data user-centric philosophy
Increased availability and interoperability of data
Increased data analytics and effective use of data
Capacity building in data literacy and use

To:

Expected outcomes

Data is managed as a PSC-wide asset in a way that respects privacy, security and IM practices
More robust data is used to report to Parliament, inform and solve business problems, support evidence-based adjustments to policies, inform improvements in program and service delivery
PSC has the capacity and the competencies to use data and has access to modern, high performance data analytics
PSC is a leader in self-service and open data

Vision: the right data, the right way, in the right hands, at the right time

Figure 1:

Elements of PSC’s Data Management Strategy

Text Alternative

Sub-elements related to Data Infrastructure are definition of Business Requirements, Enabling Technologies and Reporting Tools.

Sub-elements related to Data Users are Self-service, "Open by Default" Culture and Value added data and information.

Sub-elements related to Data Management are Vision & Governance, Roles & Responsibilities and Data Integrity including Quality, Security and Privacy.

The sub-elements related to the Office of Data Management are the Cultural Change, Project Management, Performance Measurement and GOC Alignment.

Foundational elements of data infrastructure

Figure 2:

Data Infrastructure Concept