COMMISSION STAFF WORKING DOCUMENT Accompanying the document. Data, Information and Knowledge Management at the European Commission

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1 EUROPEAN COMMISSION Brussels, SWD(2016) 333 final COMMISSION STAFF WORKING DOCUMENT Accompanying the document Data, Information and Knowledge Management at the European Commission {C(2016) 6626 final} EN EN

2 ROLLING PLAN SHORT TERM / ONGOING ACTIONS 1. Improving information retrieval and delivery Action 1.1: Develop capability to search easily across different systems 1. Description: To evolve the Corporate Search for the Commission to facilitate the search in the European Commission internal web sites and in some Information Systems. Possible synergies with action 2.A1 will be considered and assessed. Lessons learned from the Search@DGT sub-project will be drawn. Owner(s): DIGIT DIGIT, SG, OP, COMM, HR and other owners of IT systems that will use the corporate search engine. Timeline: Ongoing. The viability of such integration was demonstrated by the Decide pilot. Integration with Europa search is planned for 2016; ARES, MyIC and other systems will be assessed in the course of Resource needs: Development to date financed by DIGIT, COMM (NextEuropa), SG (Decide) and DGT for a total of around 770k in DIGIT has requested 1 million for 2017 under Heading 5. TAXUD will contribute with 1 million in the next 6 years to co-finance for their project. Collaborations with DEVCO and GROW under evaluation. As the roll-out continues, a more corporate approach to funding further development work may need to be found. Other needs: n.a. Action 1.2: Make information more easily accessible, reinforce restrictions on sensitive and classified information, improve security. Description: More and better use should be made of the possibilities to finetune access to documents in Commission information systems, starting with ARES. In principle information should be shared as widely as possible except where there are restrictions to sharing. In ARES the system will therfore propose the 'default' setting Commission as file reader for each newly created file, but this can be easily finetuned by individual DGs (i.e. the default setting can be changed to DG or Unit level as is currently the case). Further access restrictions can be easily introduced when individual files or documents are created. It is to be noted that an anti-leakage action plan is being approved. Owner(s): SG for ARES (System owners for other systems) SG, DIGIT, each DG (at the level of the DMO). Timeline: for ARES. End of 2017 for other IT systems (e.g. BASIS) that will be identified in a action plan to be adopted by the future Information Management Steering Board. Resource needs: This will be financed through a re-prioritisation of existing development budgets for the IT systems concerned. Other needs: Adaptation to new working methods (information campaigns; training). For ARES: analysis work to be carried by all DMOs together with the Chef de File in order to better assess which files can be opened at Commission level in each DG. 1 Action 1.1 and 1.2 have a dependency. 2

3 Action 1.3: Develop or apply standards for corporate data and metadata management. Description: Set-up the governance for data and metadata management at the EC. Develop the standards for data and metadata on the basis of i.a. international standards, frameworks and specifications supporting interoperability amongst public administrations 2 and interinstitutional agreements. Systematically apply the standards to relevant projects/processes. Where possible, the Commission will take into account the work of established interinstitutional committees and registries in the domain (e.g. the Steering Committee of the EU Open Data Portal, the Interinstitutional Metatadata Maintenance Committee (IMMC 3 ), the Interinstitutional Formats Committee, the Metadata Registry (MDR), the Metadata Registry (MDR), the Interoperability Solutions for public administrations, businessess and citizens (ISA 2 ) committee, etc.). Owner(s): DIGIT in close collaboration with OP SG, OP, DIGIT, JRC, ESTAT, all owners of IT systems (via the IT governance bodies) Timeline: End of 2016: identify gaps and define priorities. Resource needs: None Other needs: Coordination with Interinstitutional Committees Action 1.4: Information systems made interoperable. Description: To facilitate the exchange of data and information new information systems need to be interoperable by design following certain interoperability and reusability principles. These principles should be identified in available EU instruments/specifications e.g. the European Interoperability Framework, the European Interoperability Reference Architecture, the DCAT-AP 1 specification etc. All new systems should be designed targeting interoperability and reusability of the provided services and data, in due respect of EU data protection legislation. All data expected to be relevant for other systems and/or external users should be made available in formats that promote reuse, i.e. existing data and metadata standards and specifications should be used whenever possible for structuring and describing the data, while the data should be made available in non-proprietary, machine-readable formats like XML and RDF. The preparation, migration and transformation of data for reuse will be planned and executed using validated and prioritised real-life use cases. A plan will be established by the end of 2016 identifying IT systems that need to be made interoperable and a timeline to achieve this. Priority should be given to systems consuming or providing data from/to large number of other systems and applications, systems storing and making available master, reference and meta- data and systems in critical policy areas. DIGIT will elaborate guidelines and a checklist for projects to be submitted to 2 For example, the European Interoperability Framework (EIF), the European Interoperability Reference Architecture (EIRA), the Core Vocabularies on Person, Business, Location, Public Service, Public Organisation, the International Aid Transparency Index, etc. 3 The Interinstitutional Metatadata Maintenance Committee (IMMC) oversees the metadata and data exchange protocols related to the legal decision making process between the institutions involved and the Publications Office. 3

4 Owner(s): Timeline: Resource needs: Other needs: the IT Board (formats, vocabularies, reusability, copyright recommendations, etc.). In order to foster organisational 4 interoperability, one or two lead DG(s) per business domain could be designated to take leadership. It is to be noted that the legislative side of sharing data across the Commission will be investigated. Owners of the IT systems concerned. SG, DIGIT, OP, owners of the IT systems concerned End of 2016: identify existing systems and adopt timeline to make them interoperable. Included in the design of all new systems. New systems: requirement for additional technical specifications for data and metadata, with negligible extra costs. Existing systems: to be assessed on a case by case basis. IT Board will ask to include this requirement for all new systems entailing added effort for system developers. 2. Working together and sharing information and knowledge 2a. Collaborative policy making and knowledge sharing. Action 2.A1: Pilot project on cross-dg collaborative policy making. Description: Implement the pilot project for knowledge sharing on the European Semester with the goal of gathering information and knowledge and making it available to the relevant services in the Commission. This pilot is being run by the JRC, in close co-ordination with DIGIT, HR, SG, ECFIN, COMM and CNECT. The first phase of the pilot went live in May 2016 on the Connected Platform: Belgian and Italian Semester Country teams now work on two tailor-made collaborative spaces. The second phase of the pilot will go live after Summer 2016: two 'Connected Country Knowledge' Spaces for Belgium and Italy will be open to all Commission officials and will provide knowledge sharing and discussion opportunities for the related European Semester teams, and potentially for many other parts of the Commission. An additional pilot to coordinate the input of DGs to an inter-service steering group supporting the work of one of the project teams led by a Vice-President should be identified. Owner(s): For the European Semester pilot: JRC, working with SG, HR, DIGIT, CNECT, COMM. SG, CNECT, JRC, HR, COMM, as well as DGs across the Semester Teams (ES pilot). Timeline: 'Connected European Semester Pilot': First phase went live in May 2016, second phase will go live after Summer First report back to the ABM was done in July Second pilot: start pilot before the end of Report results and accompanying recommendations to the Information Management Steering Board by end of Resource needs: None Other needs: Interview stakeholders; collect requirements 4 Interoperability might be seen through four lenses: legal, technical, semantic or organisational. Technical interoperability refers to linking information systems; legal interoperability enables such an operation. Semantic interoperability ensures that the precise meaning of the information exchanged is streamlined throughout the system. Organisational interoperability implies integrating the relevant business processes and related data exchange. 4

5 Action 2.A2: Evaluate and develop existing collaborative tools at the Commission. Description: Existing collaborative tools at the Commission will be evaluated and further developed with clear guidance for their efficient use. Training will be made available. In January 2016, the ABM Steering Group 5 agreed to proceed with two pilot projects using different collaborative technologies and to invite JRC to coordinate this work in close collaboration with SG, DG HR and DIGIT. The Steering Group emphasised that the focus of the pilots should be on better identifying business needs and on determining to what extent the available functionalities respond to the identified business needs, as well as examining key issues relating to security, data retention and accessibility. Two pilots using MyIntraComm/Sharepoint and Connected/Jive (see point 2.A1 above) have been launched. A list of collaborative features is being checked and compared and a list of services using them is being prepared by DIGIT.The services concerned reported back to the ABM Steering Group in July : the ABM Steering Group recognised the merits of Connected and agreed on a step-by-step way forward in rolling-out the tool to interested DGs. It also invited relevant services to look at the issues linked to resources, decision-making procedures, security and access to documents. Owner(s): JRC for the Connected/Jive pilot. DIGIT for myintracomm/sharepoint pilot SG, JRC, HR, DIGIT, CNECT Timeline: Ongoing in a number of DGs. The ABM Steering Group should decide on the orientations for collaborative tools in the context of the workplace of the future initiative. Resource needs: The necessary licences are already in place (SharePoint for MYIntracomm and JIVE for Connected). Other needs: Adaptation to new working methods (information campaigns; training). Impact on call for tenders for office automation (2017). Action 2.A3: Develop a Talent search functionality. Description: The ecv will be improved to enhance the look and feel while keeping the link with jobs. The ecv will also be adapted to enable candidates to formulate future career aspirations. The ecv and its search tool will facilitate the matching of business needs with people profiles and aspirations within the Commission. Explore the potential of collecting and make available the relevant information through MySite (in MyIntraComm). To foster interoperability among HR systems and with the purpose of identifying talent by searching using multiple data sources, the Recruiter Portal/Talent Portal tools being developed by EPSO and DIGIT (and part of the HRMIS Strategy) could also serve as a basis to explore potential avenues. Results from an Action included in the ISA 2 WP 2017 led by DG EMPL (defining standards for vacancies and CV descriptions) could also be taken into account. The improvement of any talent management tool(s) will be linked with initiatives to ensure it is filled in by all staff. In order to achieve the same level 5 As per the minutes of the ABM Steering Group meeting, 26 January See the minutes of the ABM Steering Group meeting 12 July

6 among DGs exposing their talent pool to potential head-hunting, it could be proposed that DGs where a certain ceiling of staff have filled in their ecv will have access to the talent offer of other DGs. Owner(s): HR HR, DIGIT, EPSO, EMPL, FISMA Timeline: Proposal to the Information Management Steering Board before end of Resource needs: Within the scope of the existing HRM Systems and MyIntraComm development budget. Other needs: Requires active participation of Commission staff. b. Knowledge and competence centres. Action 2.B1: Develop knowledge centres and competence centres for priority policy areas. Description: Establish knowledge and competence centres at Commission level; establish the working methods; identify and exploit synergies and identify new ones. Involvement of the Commission s Library and e-resources Centre will be considered. Owner(s): JRC JRC, DIGIT, COMM, ESTAT, OP, RTD, SG, EAC and all relevant policy DGs. Timeline: A Knowledge Centre on Disasters Risk Management (DRMKC) was launched in November 2015 and a further Knowledge Centre on Migration and Demography and on Territorial Policies (KCMD) was launched in June A Competence Centre on Composite Indicators (CC-COIN) was launched in February 2016, and a Competence Centre on Microeconomic Evaluation (CC- ME) was launched in May A Competence Centre on Text and Data mining is planned for late 2016 and Competence Centre on modelling for Resource needs: None. Other needs: Interservice groups to be created and managed. c. Briefings and speeches. Action 2.C1: Develop BASIS as a corporate briefing tool. Description: A large and increasing number of DGs already use BASIS for the preparation of briefings. BASIS is gradually becoming a corporate tool and the business process for briefings will be progressively harmonised and streamlined. Ultimately, a uniform process with a common tool and a single repository will make reuse and sharing possible, lead to less duplication, reduce the workload associated with briefings and help to ensure the coherence of their quality and content. Owner(s): COMP is system owner. As the system becomes more corporate there may be requests to transfer ownership. All DGs Timeline: Ongoing Resource needs: BASIS development budget. Other needs: Development and adoption of common business processes. Convergence/interoperability with other tools for briefings to be assessed. 6

7 3. Data Management Action 3.1: Promote cross-cutting cooperation between policy DGs and Member States for the use and exchange of data for policy making. Description: At a meeting on data analytics for policy (4 April 2016), the Directors-General of ESTAT, CONNECT, JRC and DIGIT discussed 7, on the basis of a scoping paper proposed by ESTAT, the opportunity to federate data capabilities developed in the four DGs and in the OP to (1) 'provide data and analytical services and (2) to lead the capacity building in this area'. The discussion emphasised the strategic role of data analytics for policy-making and acknowledged ongoing pilots and projects in the four DGs. Owner(s): Data4Policy Group of DGs Policy DGs, ESTAT, JRC, DIGIT, OP, CNECT Timeline: Ongoing Resource needs: Existing budgets (Headings 1 to 4) Other needs: Coordination. Action 3.2: Develop big data capability at the service of the Commission's political priorities. Description: The objective is to coordinate and benefit from the current big data analytics activities which are taking place in a fragmented way in various DGs, and use this capability for the Commission's political priorities. Pilots for big data projects will be launched in order to assess the feasibility of producing policy relevant (anonymised) statistics from sources such as mobile phone data, smart meters, Webscraping, etc. Critical issues at the operational level relate to having adequate access to big data sources (often owned by private actors) and to acquiring and developing the necessary data science skills. A number of joint activities in this area have already been agreed among CNECT, JRC, ESTAT, DIGIT and OP. Other DGs and agencies are currently sharing their experiences in order to maximise synergies 8. Owner(s): Data4Policy Group of DGs and SG CNECT, JRC, ESTAT, DIGIT, OP Timeline: To be launched in 2016 Resource needs: Existing budgets (Headings 1 to 4) Other needs: Coordination. Identification/training/recruitment of experts. Action 3.3. All new Commission information systems will be compatible with the EU Open Data Portal Description: Commission Decision 2011/833 on the re-use of Commission documents (where the word "document" encompasses any content whatever its medium) stipulates that Commission services should publish their open data in the EU Open Data Portal in open and machine-readable formats in order to allow for possible re-use. OP and DIGIT will elaborate guidelines and a checklist for projects to be For example, the integration of the DORIS service into the Better Regulation Portal, to process stakeholders feedback. 7

8 Owner(s): Timeline: Resource needs: Other needs: submitted to the IT Board (formats, vocabularies, reusability, copyright recommendatios, etc.) in order to ensure that all new IT systems at the Commission will be able to produce open and inteoperable data (provided the legal conditions for open publishing are fulfilled). To the same effect, the Commission services will be requested to designate data contact persons, further to their obligations under Commission Decision 2011/833. OP DIGIT, All DGs Ongoing This will require Commission services to provide additional technical specifications for data and metadata for future IT systems with limited or negligible extra costs. IT Board will ask to include this requirement for all new systems entailing added effort for system developers. 4. Organisational development and culture Action 4.1: Implement the actions of both the Learning and Development and Talent Management strategies to foster knowledge sharing and collaborative working, so that staff can acquire the necessary skills and that incentives to collaborative working are in place. Description: Identify and integrate knowledge sharing and collaborative working components in HR processes to trigger/promote the change in organisational culture across all staff levels. In particular, review the processes of: appraisal, performance or staff management, handover/takeover. Further integrate knowledge sharing in HR corporate initiatives like talent management or staff engagement. Owner(s): HR HR Timeline: Ongoing. Resource needs: No new resources are required. Other needs: Adaptation to new working methods (information campaigns; training). Action 4.2: Develop and launch a user awareness programme and educational package focusing on the value of knowledge sharing and collaborative working to promote supporting values and behaviours Description: Promote collaborative working through internal communication campaigns. For example, foster physical and virtual collaborative spaces, support participative leadership, staff s networking, and the culture of agile service. Analyse and where necessary adjust the current training offer to address the development of essential skills. HR SG, HR, COMM Owner(s): Timeline: Beginning of 2017 Resource needs: No new resources are required. Other needs: Preparation and coordination of communication and training campaigns. Action 4.3: Support thematic communities of practice and professional networks that uphold the priorities of the Commission and link these to decision-making processes including by 8

9 building on the Learning Portal. Description: Creation of job-centric 'professional support communities' and topic-centric 'thematic communities'. In addition, more people-centric 'professional clubs' (communities of staff with a similar professional background) will be created, focused more on social and learning aspects (networking events, study trips, training, conferences etc.). Both types of communities will make important contributions to knowledge-sharing, mobility, talent management, productivity and cross-dg trust and co-operation. Two pilot professional clubs for lawyers and economists in the Commission could be created as pilots. Membership would be voluntary and not based on the job position occupied. Bottom-up ideas and initiatives should be a key feature but central support to nurture and encourage the clubs should also be provided: - a community sponsor: a high level EC personality (a VP for example) who would ensure 'gravitas' and institutional support. The sponsor could formally initiate the work of the club which could report to the sponsor on its activities on a regular basis. - a lead DG: responsible for the strategic orientation of the club as well as the content and substance of information and knowledge shared within the club. - a community management team: responsible for the functioning of the club (organisation of meetings, invitation of external speakers, insights into internal and external events), and to ensure the optimal functioning of the collaborative platform (organising the space, nurturing conversations). Owner(s): HR, JRC ALL DGs Timeline: Ongoing Resource needs: A dedicated budget through the reallocation of existing funds to support the work of the community (invitation of external speakers, study visits, participation in conferences, etc.). Other needs: Identify community leaders and manage networks/communities of Practice. Action 4.4: Develop the profession of Knowledge Management at the Commission Description: Develop the professions of managing data, information and knowledge at the Commission, by defining standard job functions, job titles, job descriptions and training modules. Include these in the official HR nomenclature and HR tools of the Commission (e.g. SYSPER, e-cv, etc.). Build on existing jobs, such as DMO s job descriptions. Ensure that every Commission Service has a tailored structure (unit(s) or function) responsible for data, information and/or knowledge management matters. Such structure should be linked/cooperate with other units in the Service. Create and facilitate networks of these functions (see action 4.4). Owner(s): SG, HR ALL DGs Timeline: Ongoing Resource needs: None Other needs: Action 4.5: Develop and promote offline collaboration skills Description: Further develop and promote offline collaboration skills, such as peer learning, participatory leadership techniques and collaborative policy-design approaches, across the entire organisation. 9

10 Owner(s): Timeline: Resource needs: Other needs: HR ALL DGs Ongoing None 10