Workshops and Information Governance Plans

CAPP offers a range of consulting engagements to help you get your IG program up and running or to simply update your existing framework.

7 Tips for Data Preparation in the Age of Information Governance

Program Development and Strategy

  • Charter and Mission, Roadmapping
  • Analysis – Prioritizing IT and IG Initiatives
    • Data Governance, Legal Hold, Records Management, and Privacy, Compliance, Service Operations, Software Procurement
  • Governance  – Executive Sponsorship, Steering Committees, Stakeholder Workshops, Board Level Compliance Reporting, Risk and Control Audits, Assurance Provider Alignment
  • Policy Management and Procedures Development
    • Data Classification, Privacy, Electronic Communications, Records Retention
    • Data Governance Best Practices 
    • PMO Frameworks
    • Regulatory Compliance Frameworks
    • Privacy By Design

Change Management, Engagement, Training, and Awareness – Materials and marketing videos explaining records management and information governance,

  • Quarterly Newsletters and Communications
  • Employee Development

Organization and Roles – Establishing teams with the right skill sets and tactical capacity, restructuring or realignment if needed, Records and Data Coordinator networks

  • Scorecards and Program Measurement

Project Support

Key Benefits of IG and Privacy Compliance Programs

  • Creation of standardized platforms and policies to manage and protect your company and customer’s data throughout its lifecycle
  • Providing information to customers in a format they require, compliant with rules such as GDPR and the CCPA
  • Facilitates the integration of group support functions, such as Human Resources, Finance, and Procurement through standardized platforms by allowing information from various operating divisions to be shared
  • Creation of a common “language” in the way that information is managed throughout the organization
  • The program can force compliance in certain instances so that information must be managed in a particular way, hence reducing deviation from standards, and leading to consistent use
  • Faster access to information to support customer queries and accurate information to customers to reduce the number of queries
  • Lower cost to store data and records
  • Reduced risk of exposure due to lost information
  • Reduced loss of intellectual capital
  • Tighter security and access control to records
  • Proper and accurate control of contracts and supporting documentation in conjunction with contract lifecycle management systems
  • Use of the correct versions of contracts
  • Easy access to contracts to support decision-making processes
  • Easier and faster access to accurate information
  • Reduced time to complete processes
  • Greater collaboration between employees, especially in cross-function or operational divisions
  • Standardized processes, naming conventions, and procedures lead to reduced time and effort in creating, storing, finding and retrieving information
  • Less time spent wasted on unproductive tasks
  • Employees can focus on value-adding and contributing, instead of being permanently frustrated due to the inability to access the information tools necessary to
    perform their jobs
  • Enabling a knowledge-sharing environment
  • Employees prefer working in organized, well-governed environments with easy access to supporting tools
  • Employees are provided with the tools to guide them in how to handle records properly

The following is only a sampling of what a 100-day Information Governance plan might look like at your organization.

The first 30 days are focused on embedding your program’s burning imperative, information gathering, understanding policies, and processes, setting team expectations, meeting with Key Stakeholders and setting the stage for the next 70 days. A Steering Committee is formed to support any restructuring and help prioritize plan objectives.

The next 30 days involve the Director of RIM/IG or your designated leader working with the Steering Committee to review and revise the policies (Retention, Legal Hold, Destruction, Audit, Data 

Classification) that most impact the program. A staffing recommendation is presented to senior management. Job descriptions and project assignments drafted. Relationship building continues. A workload assessment begins.

Days 61-90 include team huddles to outline organizational restructuring and prepare the 3-year roadmap. Changes to proposed policies and priorities are finalized by the Steering Committee. Updates to the program intranet site and policies begin getting published.

In the last 10 days of this plan, policy recommendations are approved by the Steering Committee. Organizational realignment and restructuring (if necessary) is formally announced and coincides with a rebranded program intranet site and toolset. The roadmap for the first year begins.

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