Information management

The Information management policy framework (IMPF) identifies and defines the various domains which contribute to effective information management across the Queensland Government.

It is an organising framework for establishing a common viewpoint and shared understanding of the broad scope of information management activities undertaken. Additionally, it can be used as a tool to categorise information management activities which can then form the basis for undertaking gap analysis and discovering duplication.

The IMPF has 2 levels of domains. Level 1 domains are high-level domains that cover all information management activities across government. Each level 1 domain has 1 or more level 2 domains. Level 2 domains define the specific elements of their parent domains.

The level 1 domains are:

• Information governance (IM-1)
• Knowledge management (IM-2)
• Information asset management (IM-3)
• Information access and use management (IM-4)
• Record management (IM-5)
• Data management (IM-6)
• Information security (IS)

Information governance (IM-1)

This domain focuses on overall policy, planning, architecture and direction for information and information management practices across government.

Knowledge management (IM-2)

This domain focuses on an integrated approach to managing knowledge across government. This includes building upon existing knowledge assets, deriving additional value from knowledge assets and making valuable linkages between knowledge assets.

Information asset management (IM-3)

This domain focuses on full life-cycle management of information as an asset and classifying it so it can be found and used across government.

Information access and use management (IM-4)

This domain focuses on sharing, licensing and use of information so that the access and usage controls of information assets are clear and widely understood in order to make all information assets easy to find and utilise as widely as possible.

Records Management (IM-5)

This domain focuses on ensuring legislative and regulatory record keeping requirements are met, the business need of clear accountability requirements is fulfilled, and community expectations on the proficient and appropriate management of public records is met.

Data Management (IM-6)

This domain focuses on the management and maintenance of government data that underlies our information assets.

Information Security (IS)

This domain focuses on protecting government information assets from unauthorised use, accidental modification, loss or release to the public.

Information and data governance are similar. The Data Management Body of Knowledge defines data governance as the exercise of authority, control and shared decision-making over the management of data assets. The Queensland Government Enterprise Architecture (QGEA) defines information governance as the system by which current and future use of information and its management is directed and controlled.

Information governance

The QGEA’s Information governance policy mandates that agencies must implement a formal information governance practice. This policy is supported by the:

• Implementing information governance guideline (how to implement information governance   in line with the Information governance policy, including roles and   responsibilities and reporting functions)
• Information asset custodianship policy (how to identify information assets and   assign appropriate custodianship roles and responsibilities to ensure these   assets are managed throughout their lifecycle)
• Information management roles and responsibilities (when to implement the policy   requirements of the Information asset custodianship policy, including roles and responsibilities required to support effective information management)
• Information management maturity development resource (how to develop information   management maturity through self-assessment and developing strategies to improve their information management practices).

Data governance

The QGEA’s Data governance guideline provides agencies with information on how to plan, monitor and control their data. Its focus is on defining what data governance is, outlining what it is that needs to be governed and providing context around why data governance is important. The guideline includes implementation scenarios which demonstrate what data governance may look like in a variety of different circumstances.

Use the Data governance self-assessment tool to measure your agencies data governance maturity against core data governance processes.

For help improving your data governance maturity, see the:

• Child safety data governance handbook
• Domestic and family violence prevention data governance handbook.

These provide additional guidance on data governance including roles and responsibilities, data quality, appropriate data usage and lifecycle management.

The Information sharing authorising framework (ISAF) helps agencies understand and mitigate risk while realising the benefits of sharing information and data.

It provides guidance and advice to help agencies establish and manage an information sharing activity. It’s broad in its design and can be tailored to facilitate sharing across the full spectrum of data for a range of uses. These include:

• helping agencies facilitate service and program delivery
• informing policy development and implementation
• providing data input to research and analytics activities
• publishing open data into the public domain.

The ISAF strives to ensure Queensland Government information is exchanged between parties without friction, while respecting the privacy rights of individuals.

How it works

The framework is a group of modular components comprising of process guidance, artefact templates and relevant resources that assist in the establishment and management of an information sharing activity.

These components are organised into four phases (prepare, manage, exchange, use) which cover the life cycle of an information sharing activity. This allows practitioners to select the guidance or tools that best fit their individual circumstances and sharing objectives.

Additionally, the framework has two mechanisms to strengthen and support an information sharing activity:

• Permitted usage conditions model
• Escalation pathway

Permitted usage conditions model

The Permitted usage conditions model provides a standardised way to give clear and consistent permission on the use of any shared information in an activity.

It consists of the following 4 types of restrictions:

• Timeframe or trigger—Restrictions on the timeframe or circumstances in which information can be accessed and used.
• Uses—Restrictions on the ways information can be used.
• Access—Restrictions on who can access information.
• Authority—Restrictions on who can approve the release of information.

Empowering information custodians to define permitted uses of shared information through a standardised model guarantees clarity of intent and removes the risk of liability through misuse across the information value chain.

Escalation pathway

The Escalation pathway provides a short circuit mechanism to help a stalled information sharing agreement where one or more parties involved can’t agree on the sharing of information.

The pathway allows for decision makers to be provided a full and comprehensive understanding of the risks and opportunities to make an informed decision on sharing.

Formal agreement instruments

The framework also includes a hierarchical set of formal agreement instruments, including the:

• Master sharing agreement (agency executive agreement for information sharing between all relevant parties for a broad context)
• Information exchange schedules (comprehensive details and protocols of information sharing activities in an endorsed   context and with a narrow and specific purpose)

These aim to provide a consistent, structured and reusable authorisation pathway for all information sharing activities.

For more information see the Information sharing authorising framework (ISAF) or email QGCDGDataStrategy@chde.qld.gov.au.

Information communications technology (ICT) profiling is a rolling program of data collection, leveraging and analysis. Much of the profiling data is collected annually, while some data supporting topical focus areas is collected on a more frequent basis.

The Queensland Government Customer and Digital Group ( QGCDG) oversees the Queensland Government’s ICT profiling program, collecting, analysing and leveraging a broad range of government ICT data for numerous insights and strategic objectives.

They report on this data through a tool called the Digital console. The Digital console provides interactive data visualisations to help agencies and unlock the value of their data contributions.

See Analytics and insights for more.

When information management is used as a tool to solve business problems rather than just a compliance activity, its benefits are broad and tangible.

For agency leaders and executives

Good information management means having reliable, high-quality information that ensures they avoid delivery failures and achieve business objectives.

For agency leaders and executives, the benefits include:

• managing risk
• achieving strategic outcomes
• identifying opportunities
• encouraging growth and success
• informing planning (e.g., service delivery or disaster management)
• saving money and maximising value.

For business owners and managers

Good information management means having access to reliable, high-quality information and timely sharing of that information.

For business owners and managers, the benefits include:

• decision making support
• achieving business outcomes
• planning and continuity
• allocating resources
• identifying opportunities
• predicting trends.

See the When a child is missing report for more on the importance of timely information sharing.

For information management practitioners

Good information management means getting everyone in their agency, from general employees to those in management and executive roles, appreciating it. It means identifying a business problem and explaining how information management can contribute to solving it.

For information management practitioners, the benefits include:

• assisting business to achieve its outcomes
• obtaining support and budget for initiatives
• sharing information with other agencies
• building capabilities
• safeguarding vital information
• achieving compliance
• managing the lifecycle of an organisation’s activities.

For agency employees

Good information management means employees are trained in their responsibilities and actively supported in managing their information.

For agency employees, the benefits include:

• finding the information easily
• saving time and effort
• meeting performance obligations
• supporting decision making.

For elected officials

Good information management means efficient government operations and meeting community expectations now and into the future.

For elected officials, the benefits include:

• improving outcomes
• meeting objectives
• developing effective strategy and policy
• identifying trends and opportunities
• targeting services and programs
• saving money and maximising value
• planning for the future.

For Researchers and data analysts

Good information management means information assets are visible and useable for research and data analysts. They need to know what information exists, where it’s located, who the custodian is, and how to request access to it.

For researchers and data analysts, the benefits include:

• knowing what’s available
• identifying opportunities
• analysing trends
• solving problems
• producing well informed outcomes
• contributing to the body of knowledge.

For Queenslanders

Good information management means maximum value and joined up services. Sharing information might even result in the identification of new service delivery options or inform citizen-centric policy development.

For Queenslanders, the benefits include:

• improved service delivery
• better value for their tax dollars
• better privacy safeguarding
• targeted and joined up services
• reduced duplication
• increased trust in government.

See Logan together for an example of how access to a broad range of government and community data can improve outcomes for citizens.

For additional help and support, visit:

• Information management work plan template
• Information management policy framework
• Information management strategic framework
• ICT risk management resources
• Managing information in the cloud factsheet