Enterprise Content Management Strategy

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1 Province of British Columbia Enterprise Content Management Strategy Defining the Government Content Ecosystem Version 2.0

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3 Foreword Driven by the need to control the content chaos that pervades local drives, file shares, systems and document stores, organizations large and small are looking to impose order through Content Management. There are two types of content structured and unstructured. Unstructured content includes: , PowerPoint presentations, images, videos, audio recordings, documents, records and other files. This document focuses on unstructured content. Up to 80% of an organization s information typically takes the form of unstructured content. Managing this volume of unstructured content is challenging but necessary to comply with regulatory requirements and having the potential for significant productivity gains. For example: There are substantial risks and liabilities related to not being able to produce relevant documents, or retaining documents that are no longer required, e.g. Carrier Lumber Judgment against the province for $75 million. White-collar workers will spend anywhere from 30 to 40 percent of their time this year managing documents, up from 20 percent of their time in So using a count of 30,000 employees with an average $50,000 salary, a low end 30% time commitment would mean that the province could be nominally investing $450 million annual to manage content. There have been numerous Content Management (CM) efforts within the BC government but they have been siloed, solving specific business needs but never allowing content to be found and reused in other business areas. Companies need to share content to help employees reuse instead of reinventing the wheel, and to help them find information and knowledge locked inside different Content Management systems across an enterprise. We must always leave the content free to flow wherever workers need it. Improved accessibility to business information is a must as labour costs for filing a document, discovering a misfiled document, and reproducing a lost document have been estimated to be $20, $120, and $220 respectively. 1 Even tradition ECM has not been successful within government because of the scope and complexity. The one size fails all approach does not work for government because of the increasing diversity of business requirements across the different business areas. Significant advances in interoperability have enhanced ECM by enabling information exchange, improving the scope and effectiveness of search, and eliminating the need for a one size fails all strategy. Embracing and building on these advancements is a key factor in this strategy enabling the ability of government to approach CM as a Content Ecosystem. 1 Association for Image and Information Management (AIIM) iii P age

4 Executive Summary The effective management of content is a very challenging endeavor. According to projections from Gartner, white-collar workers will spend anywhere from 30 to 40 percent of their time this year managing documents, up from 20 percent of their time in The increase can be attributed to a variety of factors including exponentially rising storage volumes, more complex information handling requirements, rapid change-over of staff and storage models (shared drives) that were developed over 30 years ago. Dealing with the complexities of finding relevant and reliable information that match information needs is essential. Matching reduces content management (CM) gaps i.e. enables the finding of information to make informed decisions. CM gaps represent enterprise liabilities with potentially profound impacts. Enterprise CM (ECM) Most organizations have undertaken some form of focused CM initiative. These initiatives have struggled in the past to garner broader corporate uptake due to their overly narrow focus, siloed service (e.g.: limited search), complexity, limited executive/enterprise commitment, inability to demonstrate value, and other factors. Out of convenience, users are turning to Exchange to store terabytes of content, while the antiquated shared drive storage model developed in the late 70 s runs out of gas when faced with supporting transformed business models. Websites present masses of documents that may or may not be secured in an office s corporate file system. Organizations are looking to ECM to bring greater focus on these chronic, growing headaches and manage the content chaos. 91% of enterprises that have implemented a well thought out ECM strategy have seen it as "extremely important" or important for the long term success of their business. Experts estimate that up to 80% of an organizations information typically takes the form of unstructured content. Growing frustrations with managing and finding information along with the overwhelming demands of information requests is raising the need for an ECM strategy. There are new requirements for e-discovery, e-disclosure, open data, and storage. Significant advances in interoperability have improved information exchange, the scope and effectiveness of search, and have eliminated the need for a one size fails all strategy. The Provincial Strategy The BC Provincial ECM strategy has been developed collaboratively with significant participation from each of the provincial government sectors. It provides a conceptual architecture (Content Ecosystem), to address the development of standards, guidelines, best practices and services to address the CM imperative. The strategy has been broken into several key areas (see figure 1) to help understand the complexity of the challenge and clearly group business needs and relevant technology responses. Some key responses include: Classification: 1. Classification 2. Access 3. Discovery and Sharing 4. Control 5. Protection 6. Storage 7. Authentication Figure 1 Key Areas iv P age

5 o Establish consistent and reliable classification practices through metadata and automation. o Evolve the ECM-Content Metadata Standard and Content Metadata Model with the help of the Business Workforce Transformation group. Access: o Establish CM Interoperability standards and services. Discovery and sharing: o Work with the Business Workforce Transformation group and Shared Services BC (SSBC) to establish a Federated Search capability. o Establish Natural Language Processes and Analytical search capabilities. Control: o Establish rules engines that control content based on the metadata classification. Protect: o Develop a Rights Management strategy including guidelines, and principles that will guide Ministries on how to assess the risks for using and not using Information Rights Management. Storage: o Develop best practices and/or policy to reduce dependency on systems (Exchange) as a CM system. o Work with SSBC to develop plan to reduce dependency on File Shares. o Develop a Tiered Storage strategy. Enterprise Content Management directly addresses government s strategic goals for Business Innovation and supports the Service Plan objectives of Information Sharing for Better Outcomes, Service Transformation and, indirectly, Value for Money. Enterprise Content Management, as part of the IM/IT Enablers strategy, enables greater accountability, information sharing and transparency. It is an important component in Open Data / Open Information and enables Ministries to work together more effectively by increasing the ability to find, share and reuse information. v P age

6 Background Purpose of Document The purpose of this document is to articulate an Enterprise Content Management Strategy for the Province of BC. Through the understanding of business challenges, technology enablers and current IM/IT initiatives this document will enable flexible and efficient enterprise-wide implementations of program specific Content Management (CM) systems. There is a go forward section containing recommendations fundamental to managing the lifecycle of the content Government holds, on behalf of the citizens of BC. This document supports the corporate objectives of Information Sharing for Better Outcomes, Service Transformation and, indirectly, Value for Money. Document Overview Section Description Executive Summary Background Introduction Approach Business Drivers ECM Challenges Strategy Conclusion Appendix Focus Group Approach Business Requirements Technology Enablers Detailed Deliverables Overview Consists of the reviewers, the intended audience and the purpose of this strategy. Consists of the scope and the evolution of Content Management. The approach taken to create this strategy Main business drivers of this strategy 7 key areas related to Enterprise Content Management Challenges The Strategy section is the Go Forward Plan listing the areas that must be addressed to support the Content Ecosystem. The strategy section identifies recommendations to address the business challenges that are not being addressed today. Conclusion The process used in developing this strategy Identifies the government s daily business challenges. IM/IT Responds to the business challenges by identifying fundamental solutions that will enable the resolution. Gives a detailed description of the recommendations/deliverables of this strategy. Audience The target audience for this document is Ministry CIOs, architects, Ministry business planners, Shared Services BC and other external entities. vi P age

7 Table of Contents FOREWORD... III EXECUTIVE SUMMARY... IV BACKGROUND... VI PURPOSE OF DOCUMENT... VI DOCUMENT OVERVIEW... VI AUDIENCE... VI INTRODUCTION... 1 SCOPE... 2 STRATEGY DOCUMENT CREATION APPROACH... 3 BUSINESS DRIVERS... 4 CONCEPTUAL FRAMEWORK Key Areas from a Business Perspective Key Areas from a Technology Perspective... 5 ECM CHALLENGES... 7 BUSINESS PERSPECTIVE... 7 Business Challenges... 8 ECM GOVERNANCE... 8 TECHNOLOGY PERSPECTIVE... 8 Technology Challenges... 9 IM/IT INITIATIVES... 9 INDUSTRY ADVANCEMENTS Interoperability Social Media ediscovery Preservation Open Data STRATEGY Goals: Conceptual Architecture Long Term Vision Go Forward Plan Key Actions Supporting the Strategy: CONCLUSION REFERENCES TERMS AND DEFINITIONS APPENDIX THE CONTENT REFERENCE MODEL vii P age

8 Definitions THE FOCUS GROUP APPROACH Initiation Framework Focus group Process IN THE END THE HARD WORK AND TIME PAID OFF AS CONSENSUS WAS ACHIEVED AND ALL OF THE RECOMMENDATIONS WERE SUPPORTED Table of Figures Figure 1 Key Areas... iv Figure 2 Business Perspective... 7 Figure 3 Business Challenges... 8 Figure 4 Technology Challenges... 9 Figure 5 IM/IT Initiatives...10 Figure 6 Conceptual Architecture...15 viii P age

9 Introduction The first version of the BC Provincial Enterprise Content Management (ECM) Strategy was published in January The direction and long term vision of ECM continue to align with both government direction and industry trends. The government 2.0 IMIT Enablers Strategy published after the version 1.0 identified content management as a technology enabler. ECM is a corporate strategy containing a set of solutions to create the Content Ecosystem, and is an integral component of Information Management. Industry continues to advance in this area: Version 2.0 of Content Management Interoperability Specification (CMIS) is being developed and products continue to align with this specification. The social media revolution is forcing organizations to expand content management architectures. Open Data/Open Information is necessitating organizations to extend content management capabilities for public consumption. Mobility, users want to work with the new technologies. This strategy is not about consolidating platforms or content technologies nor is it dictating products, it is about identifying areas that need to be standardized or set as a common set of practices to create interoperability and legislation compliancy. Technologies and platforms will change over time but this common set of practices around classification and preservation, for example, will persist. There are 3 information management challenges before government: 1. Take control of the content. This is imperative as content continues to grow exponentially. Government s biggest asset is information and 80% of that information is content in the form of s, video, audio, files and documents. 2. Manage and protect content by ensuring compliancy to legislation and government policies. 3. Reuse or leverage content. Whether it is in the form of gathering business intelligence or the ability to retain knowledge. Lets face it with the workforce changes happening it is going to be imperative that we are able to retain the knowledge and leverage it in the future. A sometimes forgotten key point is that ECM forms the underlying foundation supporting many of business applications; Enterprise Resource Planning (ERP), Customer Relationship Management (CRM), Employee Management and Case Management. These enterprise applications are transactional based but manage significant content, content management is something that needs to be done consistently on all of government content. This strategy sets that consistency and continues to evolve with each new version. 1 P age

10 Scope The scope of this document focuses on Document & Content Management; content in the form of files, whether they are text, media and images or other formats, whether they are multiply stored on a desktop, an system or file share. Government lives in a world of content chaos. This strategy identifies ways through architecture, standards, guidelines, best practices and process models to manage this chaos and help ensure content is being classified, managed, protected and stored consistently across government. This strategy identifies ways to create a Content Ecosystem creating accessible content across all of government. 2 P age

11 Strategy Document Creation Approach This strategy was developed through the ECM focus group which each of the sectors across government, and a representative from Shared Services BC, OCIO Security Branch, Information Access Operations (records management), and Business Workforce Transformation. This group met every 3 weeks over a 7 month period for a presentation followed by a 2 hour discussion. The presentations contained background materials around industry standards and vendors view of the future, they were a means to get the discussion started. For full details refer to the section in the appendix The Focus Group Approach. A number of vendors were consulted, with a focus on capabilities and not on solutions. It was important to focus on the content itself and not on the technology used to manage it, determine ways to create content once and then reuse it in multiple channels of communication and knowledge transfer. 3 P age

12 Business Drivers The following business issues guided the development of the ECM strategy. Management and security issues: 1. The need to establish improved management practice over the current deluge of data (which is often replicated many times) in order to reduce risk 2. The need to manage the number of diverse CM systems and limit the number of solutions. 3. The need to achieve cost savings through improved information management. This includes more cost effective storage, more controlled information retention and disposal, and the ability to reduce the costs associated with effectively finding the right information. Improved leveraging and exploitation information issues: 4. The need to improve content findability 5. The need to reuse content and use it in decision-making purposes. 6. The need to update our dated tools and practices, the paper approach is no longer working. E.g. revolutionize government services the same way the ATM card did to banking. 7. The need for improved public service through citizen engagement & open data There have been a number of siloed approaches to Content Management over the years; some have been very successful within their program areas while others have been less so. What has been lacking is the complete enterprise wide view, the big picture if you will, of how all of the pieces or siloed approaches and individual components fit together to achieve a Content Ecosystem. One solution or product will not meet the needs of every business area. But alternately there must be control over the number of solutions chosen within government and a common base line or practice adopted to ensure that each of these solutions or products can work within the Enterprise Content Management environment. Interoperability, consistency, automation and reuse are the main goals of this strategy, creating an environment where products chosen to meet specific business needs work as seamlessly as possible to create a Content Ecosystem. The alternative is to continue to isolate the information needed to provide better services to citizens. Resources will be used to manage the content chaos rather than deriving value from properly managed, findable and accessible content. An ECM strategy is needed to leverage the investment in current information content and more importantly to avoid wasting scarce resources on accumulating content without a means of accessing and using it effectively. 4 P age

13 Conceptual Framework This document is based on an Enterprise Content Management (ECM) Conceptual Framework, which describes 7 key areas from a business and technology perspective that must be understood and addressed. These areas were identified as critical to the success of a Content Ecosystem. 7 Key Areas from a Business Perspective Understanding the conceptual framework from a business perspective will identify how a wellimplemented ECM initiative facilitates the following methods and benefits: 1. Classify the content business areas own or provide custodianship over; 2. Access - improve accessibility to business information to support the needs of the business and its target groups; 3. Discover and share - the content reducing rework and encouraging reuse; 4. Control the content by establishing the business needs that support Information Management within a content collection; 5. Protection - of the content both internally and externally through advanced information security; 6. Storage - Control the rising cost of storage through smart use of layered storage devices and; 7. Authorization - Ensure only authorized users access the content through the use of IDIM. Government program areas vary dramatically with respect to their CM needs. The ECM strategy will provide the necessary structure for all organizations to establish a CM baseline to enable interoperability between the different products, products chosen to meet specific business needs. 7 Key Areas from a Technology Perspective Understanding the conceptual framework from a technology response point of view will enable program areas across Government to standardize the way in which they: 1. Classify - Ensure classification of the content so that the right security and management constraints can be applied; 2. Accessibility - Ensure a decision-maker access to information quickly and efficiently through the Web and Application layer; 3. Discover and Share - Enable federated search and information sharing via the interoperability layer; 4. Control - Ensure the control of information based on the classification of the information and the CM capability components; 5. Protection - Ensure the information is protected with the help of Information Rights Management where merited based on the classification of the information; 6. Storage - Ensure tiered storage of information is addressed to enable archiving, capacity and availability considerations, and performance considerations; and 7. Authorization - Ensure that only the authorized people can gain access to the information with the help of IDIM. To ensure a consistent technology understanding, the ECM strategy maintains or references the latest implementation regarding Government corporate standards around: 5 P age

14 Trusted Identity - Identity Management (IDIM) initiative; Improving Business Processes Business Automation initiative Virtual Teams Communication and Collaboration Insightfull Information Business Intelligence (BI) integration and interoperability (CMIS and general interoperability infrastructure) usage patterns; CM components like electronic document and records management (i.e. the government Enterprise Document and Records Management System (EDRMS) TRIM (Total Records and Information Management)), These and other technology considerations are essential to provisioning the effective capture, management, storage, preservation, and delivery of any content and ensures the consistent implementation of interoperability patterns across the B.C. public sector program areas. The ECM strategy fosters greater: developer productivity, cross-system data standards, cross-tool architectures, cross-team design and development synergies, All of this will assure the integrity and lineage of the data as it travels across multiple organizations and technology platforms. 6 P age

15 ECM Challenges Business Perspective There are two key challenges from a business perspective when dealing with content within government today 1. searching, finding and then accessing content, and 2. ensuring compliance to legislation and policies around authorization, protection and management so, for example, information breaches do not happen 2, nor unauthorized disposition of information. Referring to Figure 2: Employees have information that they want a target group to see. That target group could be as broad as the public or as narrow as a handful of people due to the confidentiality of the information. There is a need to identify the target groups that are permitted to access the information. Access Policies (enforced by automated or manual rules) need to be in place for the management of the information. It is necessary to classify the content so that it can be retrieved and managed accordingly. Figure 2 Business Perspective From a business user productivity perspective these details just add to the daily workload. A system capable of automatically aligning policies and workflow would significantly reduce work pressures. The ECM strategy is based on establishing a federated and interoperability space, reducing the content classification burden from the end user. Ensuring the end user has the tools needed to interact with the content to perform their business tasks. Areas of overlap and challenges include: Establishing communications between the CM systems, Developing consistent access processes so that content can be shared and discovered across multiple CM systems, and Ensuring legislation and policies are complied with across government 2 Ann Cavoukian, the Information and Privacy Commissioner of Ontario, called on governments to radically change the way they police the sharing of personal information. 7 P age

16 This strategy helps business explore these concerns and position them to overcome a lot of the challenges faced today through standards, architecture, guidelines, best practices and shared services. Business Challenges Referring back to the conceptual framework seven key aspects have been identified that must be addressed from a business point of view and are shown in Figure 1. These aspects are all interrelated, for example classification includes security requirements that dictate access, authorization, protection and storage requirements. What this diagram is showing is these are the areas that common baselines must be realized to enable a Content Ecosystem. Refer to the Appendix Business Requirement section to review the service benefits/expectations and conceptual requirements for each area. Classify: What is the nature of my content and how do I describe it? Access: How do I consistently get access to all of my content? Discovery and Sharing: How do I find, move and exchange content? Control: How do I need to control my content within the system? Protection: How do I protect content both inside and outside the organization? Storage: How do I control the rising cost of content storage and still getting the access I need? Authorization: How do I ensure that only the authorized people can gain access to my content? Figure 3 Business Challenges ECM Governance It is recognized that in order for a strategy of this magnitude to be realized there must be a strong governance model guiding stakeholders to the required enterprise approach. ECM governance contains universal baseline capabilities for all. In addition to the baseline capabilities there are also specific and unique requirements. What becomes baseline (and hence affects the entire government) and what remains unique (but manageable), requires governance. Specific roles and responsibilities related to unstructured content must be clearly articulated and represented across government. Not only is this strategy going to address the business challenges identified above it is going to address the components needed to support and build the underlying and ongoing foundation. Technology Perspective The BC Government has been a leader in establishing corporate standards and shared services. Despite this there are still many frustrations when it comes to managing/finding content and the vast number of systems and repositories that exist today. Technology helps enable government to respond to the business challenges. Standardization of the seven key 8 P age

17 technology aspects ensures an ecosystem will be obtainable. With common technology practices coordination among data management disciplines become achievable. Improved data quality, integrity, consistency, scalability, and architecture will be benefits realized. Use technology to automate content classification and minimize the manual interaction. This will reduce the inconsistence and human error and enable government to automatically act upon this classification to protect and manage the content. This strategy addresses these challenges through architectural standards, guidelines, best practices, product standards, awareness sessions and shared services. Technology Challenges Referring back to the conceptual framework seven key aspects have been identified that must be addressed from a technology point of view and are shown in Figure 4. The seven aspects can be addressed through the use of specific technologies. The application of these technologies must be coordinated and collaborative. Individual Ministries can implement different technologies as long as these technologies are in accordance with government direction and can be reconciled within the ecosystem. Refer to the Appendix Technology Requirement section to get the detailed requirements for each area. Classify - Metadata & Taxonomy Development: Ensure content is classified so that the right security and management constraints can be applied. Access - Interface Standards: Standardize the interface to the content for both the applications and user. Discovery and Sharing - Interoperability Standards: Establish criteria for CM system inter-connection. Control - Content Lifecycle Definition: Establish core criteria for managing content. Protection - Rights Management: Ensure the appropriate safeguards are embedded or attached to the content. Storage - Tiered Storage: Address availability, performance, capacity and archiving in a cost effective manner. Authorization: Ensure that only the authorized people are gaining access Figure 4 Technology Challenges IM/IT Initiatives Currently, there are a number of strategic IM/IT Content Management initiatives, projects and services at varying maturity levels. The table bellow highlights these, the lead and the ECM challenges they address or partially address: Area Lead Role ECM challenges partially addressed Open Data: Workforce Planning and Leadership Citizen engagement, information sharing for better outcomes. Content Classification Discovery and Sharing Data Management Roles and Responsibilities Standard. Data Architecture Advisory Council (DAAC) Data roles and responsibilities Content Classification Content Ownership and accountability Content accessibility 9 P age

18 Information Security Classification Policy Enterprise Document and Records Management System (EDRMS), TRIM (Total Recorded Information Management) Information Access Operations, Shared Services BC Business Workforce Transformation Shared Services BC (SSBC) OCIO Security Branch Information Access Operations, SSBC Enterprise Document and Records Management System ARCS/ORCS BC electronic Identity (BCeID) PSA designated as the Authoritative Source for employee data Security classification for content. Document and records classification as it relates to retention scheduling and disposition Corporate document repository, accessed and managed via standard metadata Provides central FOI and records management services to all ministries, in fulfilling statutory and policy requirements for the management of records within the provincial governments custody and/or control Manages the infrastructure for shared and hosted CM systems, the Corporate Search Engine and the Corporate Web Analytics service. Provides a full suite of design and web development services. Corporate service for an electronic identity Authoritative source for employee data Content security classification Content accessibility Content protection IAO is working with OCIO Security on linking security classifications to ARCS/ORCS and EDRMS TRIM. Content classification from records management perspective Content Ownership and accountability. Content lifecycle management Content accessibility Content protection Authorized disposition IAO is working with OCIO Security on linking security classifications to ARCS/ORCS and EDRMS TRIM. Develops mandatory government records retention and disposition schedules: e.g., Administrative Records Classification System (ARCS); Operational Records Classification System (ORCS). Provides central business management and support for EDRMS/TRIM IAO is working with OCIO Security on linking security classifications to ARCS/ORCS and EDRMS TRIM. Develops and manages the Web Standards, including metadata and taxonomy, for the BC Government web content. Accessing information Protecting information Metadata for employee data OCIO Architecture and Standards Branch Enterprise Content Management (ECM) Strategy Identity Information Management (IDIM) Information Access Layer (IAL) Business Process Management User Provisioning The Office of the Chief Information Officer (OCIO) has developed a strategy for better information sharing that will enable more information decision making and generate better outcomes for citizens and businesses. The Information Access Layer (IAL) provides a critical layer enabling information sharing between citizencentered service providers across the public sector and their private sector partners for a wide variety of provincial information services. This strategy is about making sure the right people have access to the right information at the right time for the right reasons, while ensuring and enhancing the privacy of citizens accessing information protecting information automating processes The Business Process Management provides a critical link to bringing some consistency around how processes are automated and integrated Ministry of Housing and Social Development and Ministry of Children and Family Integrated Case Management (ICM) Project Figure 5 IM/IT Initiatives A few of the above initiatives have been elaborated on below to show how the ties into them: 10 P age

19 The Identity Information Management (IDIM) strategy and standards are being led by the Architecture and Standards Branch within the Office of the Chief Information Officer (OCIO) while the project is being led by Shared Service BC (SSBC). The full potential of the ECM strategy hinges on the IDIM initiative. It is through the use of identity credentials and authoritative parties that the access control is based on. Open Data led by Workforce Planning and Leadership is in the process of creating an environment to support the province s open data. This group has created an Open Data Catalogue and a web presence to interact with the public (DataBC). It is recognized that the engagement with the public through this type of means is an asset that government wants to encourage. The supports this initiative: o through classification of unstructured content, identifying early on that content is public will help with the open data initiative o metadata is essential to the open data catalogue and is providing consistency across government o interoperability and the means to get access to repositories that house open data and open information Integrated Case Management (ICM) led jointly by Housing and Social Development and the Ministry of Children and Families. This project is a significant project currently being developed within government. It is breaking down the silo between two of the social ministries allowing government to better serve the citizens of B.C. The goal is to integrate CASE work and share information between the two sectors, using a single environment. The importance of the is the fact that so much of a case is unstructured content, documents and reference material needed to effectively work a case. Content Management is a foundational piece for this Enterprise Business Application, the creates that foundation and supports this initiative: o through content classification o improved search and discovery o consistent access control, ensuring that only people allowed to search and view the information have access to it o interoperability addressing the means to get access to the repositories that store the information o interface consistency allowing the application to be available to the case material through a consistent means. Integrated Corrections Operations Network (ICON II) led by Public Safety & Solicitor General is building the foundation for Justice ECM in collaboration with the OCIO. The solution will leverage corporate IDM services to provide secure confidential access to sensitive legal material, protect the rights of accused persons, and the integrity of criminal prosecutions. The Project is building the solution to align and support the corporate ECM strategy and metadata standard. Industry Advancements The direction presented in this version is still very much aligned with version 1; however there have been industry advancements in this area that need to be linked to this version: 11 P age

20 Interoperability International standards and developing products are evolving to be more interoperable, recognizing the need to standardize on common interfaces to enable systems to share content. Content Management Interoperability Services (CMIS) is a specification for allowing users to share and access data across multiple content management (ECM) systems. CMIS provides a data model and web services for defining ECM capabilities, such as query, at the repository level. This allows developers to create custom applications for CMIS-compliant content management systems without having to understand each specific system. Prior to CMIS, companies had to build or purchase custom application connectors, migrate content from one system to another, or use existing (but limited) content sharing standards, such as Java Content Repository. This strategy recognizes the need to support this advancement and through the architecture and standards is defining this. Mobility The Post PC era gives birth to the "new user," who interacts with information from a variety of sources, and across a multitude of devices. Integrating user-friendly interface with the traditional content management repositories delivers the new mobile and external collaboration capabilities required for businesses to make better, faster decisions. These joint solutions strike the right balance in giving users easy-to-use tools for accessing information regardless of device, with the control IT expects for capturing, managing, processing and preserving content. This strategy recognizes the power behind enabling the new user to interact like this while in the work environment. This interaction will also have to take under consideration that the user may be disconnected from the enterprise environment when in remote locations. By providing an ecosystem that enables and supports mobility government is creating this cultural shift and will only benefit from it. Social Media The Social Media (SoMe) Revolution is upon government. It is not a fad it is here to stay. It is experiencing significant internal uptake and generating increasing amounts of unmanaged content. It is important to see how it fits into the. To aid in the understanding of how SoMe and Content Management (CM) are related we can divide CM into two conceptual categories, traditional Systems of Record (i.e., Document Management and Records Management systems) and the new generation of Systems of Engagement (i.e., Yammer and Facebook). In Systems of Record, content is authored as discrete files and is easily searchable, users generally need to be trained, access is regulated and constrained, and there is a strong focus on enterprise-wide security and policies. Social software falls into the Systems of Engagement category, where content is developed collaboratively and can be of any type (audio, video, images, etc.), and the systems follow Web 2.0 principles so little training is needed, accessibility is wide open, and security is limited to individual user privacy. Both of these types of systems add value and are important to government, in order to leverage both, they must co-exist in a cohesive manner. While a System of Record promotes efficiency, a System of Engagement creates effectiveness. The resulting social enterprise architecture is that in which the System of Engagement operates on top of and in touch with the System of Record. 12 P age

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