1. OIC Operating Model: Meaning and Enabling Business Suzanne Legault Interim Information Commissioner of Canada At the 2009 CAPA Annual Conference Ottawa, November 24, 2009

2. About transparency in Canada "…as the world moves forward on transparency, Canada appears to be marching in the opposite direction …The incentive for transparency cannot succeed without direction from the top." − Stanley Tromp, ATI expert and author "There is a change in tone when you make things transparent." − Government ATI manager "People in the [ATI] community are our advocates, they are trying to help, but they run up against a lot of brick walls." − David McKie, CBC investigative journalist "Government information is a public good." − Jennifer Bell, VisibleGovernment.ca "In our knowledge economy, productivity is the no. 1 challenge. Access to information is all about more knowledge, about becoming more productive." − David Akin, journalist and new media expert

3. A clear course of action for the OIC Meaning business Streamlined case management Increase in investigative capacity and skills Greater use of full range of investigative powers Focus on systemic issues Close follow-ups to report cards Continuum of tools and activities to maximize compliance Enabling business Enabling compliance Enabling the community Enabling dialogue

4. Office of the Information Commissioner

5. New business model Three-pronged model consisting of: Streamlined case management Integrated approach to systemic issues Continuum of tools and activities to maximize compliance Supported by: Long-term IM/IT strategy Integrated HR strategic plan Just-in-time internal audit function

6. Streamlined case management

7. Strengthening capacity and skills Staffing strategy Takes into account skills shortages and OIC’s business requirements Ongoing recruitment at PM-2 and PM-5 levels Internal training for PM-3s and PM-4s Expertise in electronic data gathering (CS-3) Pool of qualified candidates to quickly fill gaps OIC Career Development Program for Investigators Started September 2009 Individual training plans Group training sessions

8. Addressing the backlog issue Status at month end of the pre-April 2008 inventory

9. Efficient processing of complaints

10. Guided by strong internal audit function Objective Provide just-in-time feedback on new and maturing processes to guide better and faster improvements Audit activities 2008-2010 √ New Intake and Early Resolution Unit. Report in May 2009 Inventory and strategic case management processes HR processes and service delivery model Review of IM/IT strategy implementation Review of information management and access to information processes Select Entity Level Controls

11. Strategic use of systemic actions

12. Monitoring/implementing measures from 2007-2008 report cards Executive leadership and central institutions Individual institutions Office of the Information Commissioner

13. Report cards 2008-2009 Focus: timeliness Scope Follow-up with 10 institutions surveyed in 2007-2008 Performance assessment of 24 institutions with 5+ deemed refusal complaints in 2008-2009 Process Questionnaires sent to institutions in July 2009 Responses in early September Face-to-face interviews/meetings with officials nearly completed Data analysis ongoing, including identification of systemic issues Draft report cards to be sent to institutions in December Report to Parliament by end of fiscal year

14. Compliance continuum

15. Enabling compliance through guidance Publication of clear practice directions Improved communications products Greater proactive disclosure One-on-one discussions with institutions

16. Enabling compliance through guidance Background: Audit report on the Intake and Early Resolution Unit Management Action Plan Initial results

17. Practice directions: Triage of complaints Objective Assessment of complaints that have a potential for early resolution or that require priority Early resolution All administrative complaints: completed within 90 days of registration Some categories of refusal complaints, whenever possible Priority complaints Urgent cases Cases having significant impact

18. Practice directions: Requesting Records from Institutions Notification of federal institutions subject of complaints and request for records Timelines: 10 business days for administrative/refusal complaints or less for urgent cases Escalation procedures for “refusal to provide records” - contact institution’s senior officials - use of formal investigative powers

19. Practice directions in the works Negotiating commitment dates to disclose information Disclosure of information due to the passage of time Time frame for filing a complaint

20. New complaint form

21. Improved communications products Revamped, user-friendly Web 2.0-based Internet site Complaint form and practice directions Annual/special/management reports Noteworthy investigations: summaries and findings Virtual reading room, including: - ATIP requests - Latest caseload statistics Legal corner RSS feeds Blog, and more…

22. Enabling the community Recommendations to TBS and institutional heads to provide adequate resources (funding, guidance, tools, data, systems,…) Recommendations to TBS for integrated HR action plan Recommendations to TBS for training program and certification standards OIC’s direct contributions to professionalization of access to information

23. Enabling the dialogue between all stakeholders

24. Working together toward a greater goal Improved practices, skills and systems Paradigm shift from the “need to know” to the “right to know”… to the “means to know” Use of technology as an enabler Proactive, informal and routine disclosure of meaningful data that people can “mash up, repurpose and make their own.” − David Eaves, expert in public policy and open source and network systems

25. Real-Time Feedback Supporting online tools for transparency

26. Achieving digital transparency

27. For greater innovation… and citizen engagement