Author: Government recordkeeping

The Information Management Maturity Assessment Program (IMMAP) report for 2019-20 is now available.

The IMMAP 2019-20 report maps the state of information management (IM) across eight departments and two agencies within the Victorian government. It is the third IMMAP report to be issued and flags IM strengths and weaknesses as noted by participating organisations across the four dimensions of people, organisation, information lifecycle and quality, and business processes and systems.

Findings of the analysis conducted include the following:

  • Machinery of government (MOG) changes, technological and system changes, and the coronavirus (COVID-19) pandemic have strongly impacted on prioritisation and resourcing available for IM activities this assessment cycle. As a result, the maturity levels this cycle were similar to and in some cases less than the levels achieved in the last assessment cycle.
  • The Information Management Framework and the Victorian Protective Data Security Framework (VPDSF) continue to be leveraged for strong IM governance, strategic alignment and direction, executive level investment, and top-down engagement led by multi-divisional committees. Tools used as part of these frameworks, such as the information asset register (IAR), are proving to be central to progressing IM activities across organisations.
  • Departments and agencies with a strong digital focus and investment appear to have transitioned to remote working more smoothly than others, partially due to business processes already being embedded within a digital environment. This meant that staff were able to find relevant information more easily when needed and that approval mechanisms were less likely to hamper business services. This has had a positive impact on maturity levels achieved this cycle.
  • Those who approached engagement from multiple points have had a broader reach across their organisation than those whose focus was purely top down. Combining online engagement (eLearning, resources, and online group chat services) with skilled liaison officers, consultation and collaboration opportunities, and divisional representation on IM committees has had a positive impact on maturity levels achieved. This is especially the case regarding training and guidance that has been tailored for the needs of specific divisions, systems or competencies.
  • Regular and ongoing review, analysis, reporting and management of identified gaps or risks as part of a dedicated and resourced program of work are essential for improved IM maturity. Those departments and agencies who incorporated a program of this kind (whether it be an audit, risk management, compliance management or based on another area of expertise) generally achieved a higher maturity rating.
  • Improved analytics and review processes are likely to identify additional risks or gaps not previously identified. While this can negatively impact the current assessment by identifying new issues, it will ultimately result in improved IM maturity through addressing the gaps. This is reflected by the ratings of some participants this cycle who have both reported improvements in auditing/reviewing processes and flagged a decrease in ratings in other areas.

The full report is available to download here