Information Management Capacity Check TOOL AND METHODOLOGY

Information Management Capacity Check

Information Management Capacity Check

TOOL AND METHODOLOGY

TOOL AND METHODOLOGY

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Table of Contents

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Overview of IM Capacity Check Tool 4Background 5Intellectual Property 6Objectives 7Key Characteristics 8Concept 9

Elements and Criteria 10Principles for developing Elements and Criteria 11Elements of IM Capacity Check Tool 12Element Descriptions 13Level Descriptions 14Overview of Key Elements and Criteria 15Guiding Principles for developing Scales 18Lessons learned- Interviews and Communications 19

Project Team Structure 20Overview and Composition 21Roles and Responsibilities 22

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Table of Contents (cont’d)

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Methodology for an IMCC Assessment 23Overall Methodology 24Step 1—Planning 27Step 2—Data Collection 29Step 3—Consolidation of Results 32Step 4—Validation of Findings 36Step 5—Developing an Action Plan 37

Elements and Scale Descriptions 41Additional Resources 42

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Overview IM Capacity Check Tool

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Background – IM Capacity Check

– Library and Archives Canada developed the IMCC to help federal government organizations assess their current IM capabilities against industry standards and best practices and develop a strategic plan to improve their IM Capacity.

– The IMCC was developed in collaboration with stakeholders, other central agencies and subject matter experts in the public and private sectors.

– Proof of concept was achieved in three successful pilot projects. The first was done on a department-wide basis, the second in a government cluster environment and the third at the project level.

– Over thirty (30) federal government departments and agencies have successfully completed an IMCC self-assessment and the IMCC has had significant national and international attention.

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Intellectual Property –Usage Restrictions

• The IMCC Tool may only be used in accordance with the following: – The IM Capacity Check Tool has been designed for the use of

(Canadian) federal departments and agencies, or other parties working on their behalf. This condition does not preclude third party organizations providing chargeable services utilizing this product in support of the federal government IM Capacity Check self-assessment. Third parties may utilize the IM Capacity Check for self-assessment but no third party may use this product for commercial gain outside the intended use for the (Canadian) federal government.

– Use of the IM Capacity Check Tool must acknowledge and identify BearingPoint as the owner of this product. Departments and agencies have the right to adapt the product, and could do a self-assessment on their own or engage the services of consultants to help them carry out an assessment. Any adaptation must still continue to acknowledge and identify BearingPoint as a source of this product.

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ObjectivesIM Capacity Check

– Assess state of IM practices within each organization against a common standard. Assess current information management practices against recognized best practices and principles and identify level of “Capacity“.

– Bring together all the elements of information management practices. The Capacity Check is intended to integrate the full range of capabilities necessary to implement IM.

– Compare against best practices. The Capacity Check is based on generally accepted best practices, and therefore provides an opportunity for organizations to assess where they stand relative to these best practices.

– Develop plans for improvements to their information management practices. Organizations will be able to prioritize improvements in IM capabilities and pursue high priority opportunity areas.

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Key Characteristics IM Capacity Check

• Intended as a diagnostic tool for senior management of the organization. The IM Capacity Check focuses on:

– Future direction – What capabilities must be in place in the future to respond to emerging client demands/changing environment.

– Capacity - Expanding/improving organizational capability.

– Priorities - Recognizes that an organization can only focus on selected improvement areas at any one time, and cannot be “best” at everything.

– Competencies - Helps identify the information management competencies needed to move forward.

– Senior management - Intended as a diagnostic tool for senior management of the organization.

– Self Assessment - Directed self-assessment tool. Information is collected through interviews/workshops, and then validated by managers collectively.

– Support for current change - Builds upon changes already underway to existing information management processes.

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Capabilities includes people, skills, processes, technology, policy, management framework and resources

Capacity Check – Concept of Capabilities

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IMCC Elements and Criteria

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Principles for Element/Criteria Development

– Bring together the key Elements of information management practices. The Elements reflect the integration of capabilities necessary to efficiently and effectively implement information management at the enterprise level.

– The Elements are based on best practices and expert advice. The Elements are drawn from generally accepted best practices and from subject matter experts.

– The Elements are sufficiently robust to apply across multiple GC organizations. The Elements reflect common areas of capacity building for information management. This provides the opportunity for GC organizations to assess their standing relative to a common set of best practices.

– The Elements collectively define a comprehensive baseline. The Elements help to establish a baseline for IM capacity building, priority setting and action planning.

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Elements of IM Capacity

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Element Descriptions

Portfolio ManagementProject ManagementRelationship Management

IM CommunityExpert AdviceIM ToolsTechnology Integration

Organizational Capabilities – Defines the criteria to assess an organization’s capacity to develop the people, process and technology resources required for sound IM.

External Environment

Organizational Context – Defines criteria to assess an organization’s capacity to support, sustain and strengthen IM capabilities.CultureChange Management

Management of IM – Defines criteria to assess an organization’s capacity to effectively manage activities in support of IM as it relates to the effective delivery of programs and services.

LeadershipStrategic PlanningRoles and ResponsibilitiesPrinciples, policies and standards

Program IntegrationRisk ManagementPerformance Management

Compliance and Quality – Defines the criteria to assess the organization’s capacity to ensure its information holdings are not compromised.

Business continuityCompliance

Information qualitySecurityPrivacy

Records and Information Life Cycle – Defines the criteria to assess the organization’s capacity to support each phase of the records and information life cycle.

PlanningCollect, create, receive and captureOrganizationUse and dissemination

Maintenance, protection and preservationDispositionEvaluation

User Perspective – Defines the criteria to assess the organization’s capacity to meet the information needs of all users.

User satisfactionUser awarenessUser training and user support

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Capacity 1 – Initial (No systematic or formal approach exists for this capacity. Processes and practices are fragmented or non-existent. Where processes and practices exist, they are applied in an ad-hoc manner.)

Capacity 2 – Defined (Processes and practices are defined to varying degrees and are not applied consistently. Basic management controls and disciplines for the capacity are in place.)

Capacity 3 – Repeatable (Processes and practices are defined, well understood and used consistently across the organization. Processes and practices are also well documented.)

Capacity 4 – Managed (A well-defined framework exists for this capacity. Process and practices are measured and managed to ensure delivery of desired results. Process and practices are embedded in the values of the organization and are coordinated in an integrated manner.)

Capacity 5 – Optimizing (Focus on continuous improvement of the capacity. The concepts of innovation, organizational learning and continuous improvement of the capacity are incorporated into the values of the organization and are consistently applied.)

Level/Scale Descriptions

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The IM Capacity Check Tool – Elements and Criteria

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Key Elements of the IMCC Tool3. Management of IM

Leadership The extent to which senior management is aware, understands, demonstrates commitment to a clear vision and set of strategic objectives for IM.

Strategic PlanningQuality of strategic, business and operational plans for IM, and the linkages between plans, costs, benefits, resources and controls.

Principles, Policies & StandardsExistence and use of a corporate policy and management framework to effectively support IM. Degree to which IM principles, policies and standards exist, are understood and applied within the organization.

Roles and Responsibilities The extent to which roles, responsibilities, performance expectations, ownership and accountabilities are clearly defined, understood and accepted. Appropriateness of the organizational and governance structures to support IM.

Program IntegrationExtent to which the organization’s programs and projects proactively and efficiently integrate IM principles, policies and standards.

Risk Management Mechanisms for identifying, measuring, and monitoring relevant risks for IM, including options for risk allocation and risk mitigation.

Performance Management Extent to which the achievement of financial and operating results are embedded into the performance management framework for IM.

1. Organizational Context Culture

Recognition by the organization that information is a strategic corporate asset requiring stewardship. Degree of support and reinforcing behavior that is consistent with these values.

Change Management Mechanisms to facilitate the adoption of change within IM and related initiatives.

External Environment The extent to which the organization conducts environmental scans and assesses their possible impacts on IM.

2. Organizational Capabilities IM Community

The extent to which IM specialists have the competencies and capacities to meet the challenges of IM on a sustained basis.

Expert Advice Extent to which expert advisors are available and utilized for objective commentary and independent advice for supporting IM.

IM ToolsThe extent to which IM tools efficiently and effectively support IM.

Technology IntegrationThe degree to which IM enabling technologies are integrated across the organization to support the delivery of information, programs and services.

Portfolio Management Extent to which mechanisms to plan, track, and evaluate the overall IM project portfolio are available to staff.

Project Management Extent to which mechanisms to manage projects in the organization exist to ensure the optimal design, development and deployment of IM initiatives.

Relationship Management The extent to which mechanisms or processes exist to facilitate partnerships and consultations between organizations (public and/or private) and other stakeholders in support of effective IM.

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Key Elements of the IMCC Tool (cont’d)

6. User Perspective User Awareness

The extent to which information users are aware of organization’s information products and services.

User Training & User Support The availability of user training and support programs to facilitate the access and use of information.

User Satisfaction Mechanisms to measure, evaluate, and learn from user feedback on information products and services.

5. Records and Information Life Cycle Management

Planning The extent to which information life-cycle requirements are incorporated in the development of policies, programs, services and systems.

Collection, Creation, Receipt and Capture The extent to which information collection, sharing and re-use are optimized and decisions are documented.

Organization The extent to which information is identified,

categorized, catalogued and stored to effectively and efficiently support the business process.

Use and DisseminationThe extent to which the organization’s information can be located, retrieved and delivered to provide users with timely and convenient access.

Maintenance, Protection and PreservationThe extent to which the long-term usability and safeguarding of information is ensured.

Disposition The extent to which organizational retention and disposal plans are followed to ensure the timely disposition of information, subject to legal and policy obligations.

Evaluation The extent to which an organization can

assess the overall compliance and performance of its information management program.

4. Compliance & Quality Information Quality

The extent to which the organization’s processes for ensuring information is accurate, consistent, complete and current.

Security Extent to which mechanisms are in place to ensure information is protected from unauthorized access, use and destruction.

Privacy Mechanisms to ensure that an individuals rights to privacy in the collections and disclosure of information are respected.

Business Continuity The existence of contingency plans and mechanisms to ensure timely information recovery, the restoration of essential records and business resumption in the event of information corruption or loss.

ComplianceThe extent to which audit and review processes are in place to ensure awareness of and compliance with applicable IM legislation, policies and standards.

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Guiding Principles for the IMCC Scales

The capacity scales have entity-wide relevancy; The capacity scales are sufficiently flexible to apply to

other entities and agencies; The capacity scales are incremental, that is, each

capacity level within a scale builds on the previous capacity level of the scale;

Relative consistency in the description of the capacity levels across all the scales, i.e., 1 is 1;

Each capacity level description is homogeneous and does not represents more that one level of capacity.

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Lessons Learned – Interviews and Communications

– Need to prepare interim report in order to confirm issues, gaps in information, and topics to pursue in greater detail.

– A briefing is required at outset of project in order for the consultants to have a basic knowledge of the organization in terms of structure and lines of business.

– The interviewee mix must consist of policy/operational interviewees to get an adequate cross-section. .

– Although not an audit, it is necessary to get some examples of the types of information reported/ examples of documentation (e.g., IM plans).

– Telephone interviews are not as effective. Conduct in person interviews to the extent possible.

– Due to the levels of interviewees (i.e. ADM/DG), some areas should be covered off with higher level questions. Also, keep communications at a high level prior to interviews.

– Team members should be provided with an orientation which highlights the process steps. This will help during the interviews.

– The interview process must be fluid. Probe the applicable areas and summarize the areas of non-involvement.

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Project Team Structure and Expected Involvement of

Organizational Staff

Project Team Structure and Expected Involvement of

Organizational Staff

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Overview and Composition of Project Team

• Possible Composition of the Project Team

– Organizational Business/Program representatives

– Organizational IM representatives e.g. records, library, security, ATIP, etc.

– Library and Archives Canada Representative(s)

– Internal Audit

– IT Representatives

– Other members as deemed appropriate

• Overview of the Project Team

– Multi-disciplinary team

– Reviews IM documents

– Assists in interviews

– Helps determine IM Capacity “as is” and “to be”

– Identifies opportunities and helps set priorities

– Participates in “validating” results and reviews final report

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Project Team Roles and Responsibilities

The typical Project team, consisting of 10-15 members

Role and commitment of Chair of Project Team:

• Single point of contact for the client Project team members

• Sits on the Steering Committee

• Focal point for communications planning

• Provides QA role

• Responsible for ensuring team’s logistics

• Garnering executive support

• Client spokesperson for internal and external briefings

Typical level of commitment and effort required for Project team members is approximately 4 - 8 days, over the 3 - 4 months of the project.

Project Team Members will participate in:

• IM capacity check training session

• Data collection Interviews and workshops

• Consolidation workshop

• Validation workshop along with additional senior managers brought in as validators

• Reviewing draft and final reports

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Methodology for an IMCC Assessment

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Overall Methodology and Timeline for Assessment

– Joint consultant-organizational team (Project Team) is trained in implementing Capacity Check.

– A mix of techniques are used to collect the information to do the assessment, including workshops, interviews, and review of documentation.

– Senior management from the organization being assessed is involved throughout the process.

– Findings are consolidated and an assessment is done by joint consultant-organizational Project team.

– Follow-up group sessions are held with a different cross section of senior management team from the organization being assessed, and the Project Team to validate the findings, the capability ratings and the opportunities for improvement..

– The final step is preparation and approval of a report outlining the current and future state and an action plan for the resulting opportunities and priorities.

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Core project team

Experts in:

• IM

• Program delivery

• Information technology

• Organizational context

• User context

Organizational managers who are knowledgeable of the organization’s IM practices

Project planning

1

Data Collection

2

Action Plan

5

Validation

4

Consolidate findings

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Overall Methodology andTimeline for Assessment (cont’d)

Project Team: 1 - 2 days

Project Team: 0.5 - 1 days

Project Team: 2 - 2.5 days

Project Team and Senior Management: .1- 2 days

3 – 4 months

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IMCC Methodology

Note: The following represents an overview of

the IMCC Methodology. LAC recommends that

the Methodology be followed as shown to

obtain maximum input from stakeholders and

organization-wide buy-in for planned priorities.

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Step 1 Planning

ACTIVITIESACTIVITIES DELIVERABLESDELIVERABLES

1.1 Project initiation

1.2 Briefing of organization

1.3 Project team training

1.4 Workshop/interview planning

1.5 Documentation review

1.6 Develop communications plan

1.7 Presentation to senior management (if desired)

Workplan and schedule

Training manual

Interviewee list/ no. of interviews

Interview/workshop guide and info. Package

List of documentation to be reviewed

Communiques

Challenges:

Obtaining management commitment and resources support to the project.

Establishing an interviewee list that is representative of the organization (e.g., by management level, sector, region, operational versus policy). Between 8 to 10 interviews and 1 to 2 interview workshops are standard.

Customizing and establishing the appropriate level of detail for the interview guide and information package to be distributed to managers.

Challenges:

Obtaining management commitment and resources support to the project.

Establishing an interviewee list that is representative of the organization (e.g., by management level, sector, region, operational versus policy). Between 8 to 10 interviews and 1 to 2 interview workshops are standard.

Customizing and establishing the appropriate level of detail for the interview guide and information package to be distributed to managers.

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Step 1 - Sample Assessment Timeline

Month 1 Month 2 Month 3 Month 4Departmental BriefingsTraining SessionConduct interviews, workshops and collect dataConsolidate dataConsolidation workshopValidation workshopAction plan developmentDraft reportSubmit final report

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Step 2 - Data Collection


2.1 Develop/adapt interview and workshop guides

2.2 Schedule and Conduct interviews and workshops

2.3 On-line survey (if and when required)

2.4 Documentation review

2.5 Summarize findings

Interview and workshop guides

Interview and workshop notes

On-line survey results (when required)

Results of documentation review

Interview/workshop notes reported by criteria

Challenges:

Ensuring all criteria are covered through interviews/workshops.

Reporting findings in a systematic/structured approach based on Capacity Check criteria.

Confidentiality of interviews.

Focus on actual status rather than hypothetical (i.e., clearly distinguish between what the organization should be doing versus what the organization is actually doing at this time).

Challenges:

Ensuring all criteria are covered through interviews/workshops.

Reporting findings in a systematic/structured approach based on Capacity Check criteria.

Confidentiality of interviews.

Focus on actual status rather than hypothetical (i.e., clearly distinguish between what the organization should be doing versus what the organization is actually doing at this time).

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IM Capacity Check

Assessment Project

Interviews with senior managers and other internal and external stakeholders.

Workshops and site visits.

Document and literature review.

Step 2 - Data Collection Approaches

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Step 2 - Data Collection Process

Interviews tend to be for executive management. The number of interviews depends on the size and breadth of the organization—typically 12-15, but will vary.

Workshops tend to be for senior staff/management. Typical size is 12-15 participants. Two workshops should be enough for most organizations.

Interviews questions are sent to interviewees in advance. A Project Team member attends with the consultant conducting the interview. The Project Team member helps in taking notes and consolidating findings

Data collection efforts include organizational policies and guides, performance reports, org structure, governance models, IM and strategic plans. Any relevant documentation identified during the interviews is also collected and reviewed.

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Step 3 - Consolidation of Results

ACTIVITIES DELIVERABLES

3.1 Consolidate findings by criteria

3.2 Project team workshop to summarize findings and opportunities for improvement/ issues for each criteria

3.3 Project team establishes preliminary rating for each criteria, and rationale

3.4 Prepare preliminary report

Findings/ opportunities by criteria

Conclusions reported by major element

Ratings as per criteria, “as-is” and “to-be”

Challenges:

Identifying overall patterns/trends given sectors within organization often operate in a different business environment.

Ratings and priorities should be secondary to findings, conclusions and improvement opportunities.

Challenges:

Identifying overall patterns/trends given sectors within organization often operate in a different business environment.

Ratings and priorities should be secondary to findings, conclusions and improvement opportunities.

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OpportunitiesFindings and Issues

Identified opportunities related to each criteria are inserted.

Summary of findings and issues related to each criteria is inserted.

Step 3 - Consolidated Results Template (prepared for each criteria…)

CAPACITYCAPACITY 11 22 33 44 55Roles and Responsibilities

The extent to which IM roles and responsibilities are clearly defined, understood and accepted. Appropriateness of the organization and governance structures to support IM.

IM roles and responsibilities are not well defined. The organization and governance structures are not appropriate for the management of IM initiatives.

IM roles and responsibilities are generally defined but not well understood. Some overlaps and gaps exist vis-à-vis roles and responsibilities. Minimal governance structures exist in support of IM. The IM governance structure may be fragmented or inappropriately positioned within the organization.

IM roles and responsibilities are clearly defined and understood, and generally aligned with the organization’s objectives. Little or no overlaps or gaps in IM responsibilities exist. The governance structure is appropriately positioned within the organization. Effective governance structures are in place.

Changes to IM roles, responsibilities, organization and governance structures are made quickly and pro-actively following regular consultation with stakeholders.

An IM champion is responsible for ensuring the integration of IM practices across both administrative and program areas. IM roles, responsibilities, organization and governance structures are continuously reviewed and updated to reflect changing business and technology environments.

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CAPACITYCAPACITY 11 22 33 44 55Roles and Responsibilities

The extent to which IM roles and responsibilities are clearly defined understood and accepted. Appropriateness of the organization and governance structures to support IM.

IM roles and responsibilities are not

well defined. The organization and

governance structures are not

appropriate for the management of IM

initiatives.

IM roles and responsibilities are

generally defined but not well

understood. Some overlaps and gaps

exist vis-à-vis roles and responsibilities.

Minimal governance structures exist in

support of IM. The IM governance

structure may be fragmented or

inappropriately positioned within the

organization.

IM roles and responsibilities are clearly

defined and understood, and generally

aligned with the organization’s

objectives. Little or no overlaps or

gaps in IM responsibilities exist. The

governance structure is appropriately

positioned within the organization.

Effective governance structures are in

place.

Changes to IM roles, responsibilities,

organization and governance structures

are made quickly and pro-actively

following regular consultation with

stakeholders.

An IM champion is responsible for

ensuring the integration of IM

practices across both administrative

and program areas. IM roles,

responsibilities, organization and

governance structures are

continuously reviewed and updated

to reflect changing business and

technology environments.

Step 3 - Assessing the Capabilities- “As Is” and “To be” assessment - Sample

– Current capabilities are assessed based on key elements of the IM Capacity Check, and criteria provided for each key element.

– The capabilities depicted within the criteria represent different states or plateaus that the organization may strive to achieve. The descriptions are incremental.

– The capability descriptions are based on generally recognized best practices, but have been customized to reflect the Government of Canada context.

– The Organization identifies which level of "maturity" would be the most appropriate in support of its business needs, priorities and consistent with its capabilities.

– A rating system of “1” to “5” is used. A rating of “5” does not necessarily mean “goodness”, but rather, maturity of capability. The ideal maturity rating for any area is dependent on the needs of the Organization.

Existing maturity Future capabilityWhere the organization may strive to be in the future

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Step 3 - “As-Is” and “To-Be” Assessments overview

1 2 3 4 5

Organizationbal Context Culture

Change Management

External Environment

Organizational Capabilities IM Community

IM Tools

Technology Integration

Portfolio Management

Project Management

Relationship Management

Management of IM Leadership

Strategic Planning

Principles, Policies and Standards

Roles and Responsibilities

Program Integration

Risk Management

Performance Management

Compliance and Quality Information Quality

Security

Privacy

Business Continuity

Compliance

Records andInformation Life Cycle

Planning

Collect, Create, Receive and Capture

Organization

Use and Dissemination

Maintenance Protection and Preservation

User Perspective User Awareness

User Training and Support

User Satisfaction

Expert Advice

As-Is: To-Be:Legend

Disposition

Evaluation

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Step 4 - Validation of Findings


4.1 Conduct workshops with Senior Managers (Validators) and the Project Team to validate findings, conclusions and ratings

4.2 Discuss relative importance of criteria and opportunities for improvement

4.3 Update report

Validation of the findings, conclusions and ratings

Opportunities for improvement

Establish 5-10 priorities

Challenges:

Adopting a forward looking strategic approach.

Being honest about major improvement opportunity areas.

Reaching consensus on priority areas of improvement.

The Validators may dictate the approach for the deliverables of this session. This methodology is sufficiently flexible to allow a customized approach to capture the deliverables.

Challenges:

Adopting a forward looking strategic approach.

Being honest about major improvement opportunity areas.

Reaching consensus on priority areas of improvement.

The Validators may dictate the approach for the deliverables of this session. This methodology is sufficiently flexible to allow a customized approach to capture the deliverables.

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Step 5 – Developing an Action Plan


5.1 Present results to senior management

5.2 Senior management assesses where the organization should be in terms of “target” capability ratings

5.3 Senior management prioritizes the criteria and opportunities

5.4 Develop action plan

“Target” capability ratings

Relative priority of criteria

Ranking of opportunities

Implementation strategy and action plan

Challenges:

Senior management needs to take ownership of the results. Developing an action oriented plan. The organization needs to focus on

the high priority areas. Summarizing and reporting the findings in a manner that

accommodates needs of different levels of management. The results will need to be communicated on an organization-wide basis.

Need to maintain linkages between the various initiatives currently ongoing in the organization in support of IM.

Challenges:

Senior management needs to take ownership of the results. Developing an action oriented plan. The organization needs to focus on

the high priority areas. Summarizing and reporting the findings in a manner that

accommodates needs of different levels of management. The results will need to be communicated on an organization-wide basis.

Need to maintain linkages between the various initiatives currently ongoing in the organization in support of IM.

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To facilitate the prioritization of the projects, we graph them in the chart below, based on two factors: level of effort to implement, and expected impact that the initiative will have on the organization. Those of low effort and high impact may be likely candidates to begin with, to gain some initial successes.

Major Change

Eff

ort

low medium high

low

me

diu

mh

igh

Administrative Low Hanging Fruit

Question Mark

IMPACT

Step 5 - Summary of Priorities and Opportunities - Template

Opportunity 1Opportunity 1





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Short Term Long TermMedium Term

Year 1 Year 2Year 3

Step 5 - Transition Map – Template

Opportunity 1 Opportunity 1



This graph outlines the various opportunities and their intended occurrence over time.


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•

Step 5 - Contents of Assessment Report

• Executive Summary• Key Themes• Summary of Findings• Highlights of Findings• Projects• Action Plan

• Background• Overview

• Objectives of the Capacity Check• Key Characteristics• Key IM Elements Examined• The Mechanics of the Capacity Check

• Project Objectives, Scope and Process Overview • Summary of IM Capacity Check Assessment

findings/ opportunities (by criteria)• Lessons Learned• Appendix A - Background Information

• Interviews• Workshops• Documents Reviewed

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Element and Scale DescriptionsElement and Scale Descriptions

Note: Due to proprietary considerations, full

descriptions of the original 6 IMCC Elements

and 32 Criteria and the rating scales are only

available from Library and Archives Canada.

Contact us via e-mail at [email protected]

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After a IM Capacity Check is completed Library and Archives Canada has a number of Guides, Tools and Best Practices to help improve IM Capacity in your areas of priority and need.

Additional material useful for conducting an IM Capacity Check assessments such as Interview Guides and Communiqués are also available.

For information please contact:

Information Management Centre

Email: [email protected]

Telephone: (819) 934-7519

Additional Resources

mailto:[email protected]