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Data Governance as a Catalyst for Successful Business Transformation<br />Richard R. Lee (ICBC)<br />Director, Data Governance Office & INFO Project<br />Farzin Ismail (Deloitte)<br />Sr. Manager, Risk Management Practice<br />

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Agenda<br />ICBC Overview<br />2014 Strategy and Transformation Program<br />Business Information Project (INFO)<br />ICBC’s Data Governance Journey<br />Interim Roles and Responsibilities<br />Deployment and Lessons Learned<br />1<br />

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Icbc overview<br />2<br />

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About ICBC<br />The Insurance Corporation of British Columbia (ICBC) is a provincial Crown corporation established in 1973 to provide universal auto insurance to B.C. motorists<br />Mandatory and optional (Competitive) insurance products (P& C)<br />Revenue >$3.6B<br />>3 million policies written<br />~ 1 million claims/year processed<br />Major investments in Road Safety Initiatives <br />Also responsible for driver licensing, vehicle licensing & registration and toll/fee collection<br />> 2.75 million vehicles registered<br />> 3.1 million licensed drivers<br />Tickets (contraventions), tolls & other fees collection<br />Collects vast amounts of information and needs to manage it as an asset<br />Information Management from an end-to-end view<br />Data Governance as a core discipline<br />

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Business Information Project (INFO)<br />The INFO project is responsible for developing an Enterprise Information Strategy and a Roadmap for ICBC to increase the benefit it receives from its information by:<br />Enabling “timely fact-based decisions”<br />Providinga“single version of the truth”<br />Delivering an “enterprise view”of all information assets<br />The INFO project is also responsible for implementing the core infrastructure, enabling technologies, business disciplines, and data governanceto make this goal successful<br />5<br />

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INFO Project at a Glance<br />6<br />

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Icbc’s data governance journey<br />7<br />

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Data Governance<br />Proactively manages data and information: quality, privacy, security & compliance and availability <br />Lays the foundation for deriving meaningful insight from information through business applications and tools<br />8<br />Technology<br />Business<br />Joint Responsibilities<br />

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Benefits of Data Governance<br />Data Governance Value<br />EffectiveBusiness Improvement<br />Risk Reduction<br />EfficientCost Savings<br />Leanness<br />Standards<br />Accuracy<br />Compliance<br />Relevancy<br />Agility<br />Availability<br />Improve ICBC’s compliance profile by aligning processes & practices with operational or regulatory requirements <br />Provide guidance on effective data mechanics and improve timeliness of information availability<br />Standardize and improve enterprise wide processes and data to reduce non-value activities<br />Enable increased responsiveness to emerging opportunities through coordinated management of data assets<br />Establish consistent processes for monitoring and improving the quality and integrity of data and information<br />Streamline the data capture process and enable LOBs to reallocate resources to higher value processes<br />Coordinate the identification of data and information relevant to business decisions<br />9<br />

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● = ICBC Current Maturity<br />●= ICBC Desired Maturity<br />10<br />Data Governance Maturity Model<br />

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Setting the Tone for Data Governance<br />11<br />The word “Governance” conjures up different images in people’s minds<br />We prefer to think of it as a way to guide decisions around enterprise information<br />The Data Governance Office will help develop and maintain good quality information that can be shared across the company<br />

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Data Governance Progression<br />Long-Term<br />Mid-Term<br />DG Policies<br />Integration of <br /><ul><li> IT Performance

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Corporate Performance</li></ul>Short-Term<br />DG Guidelines and Standards<br />Interim<br />Standing Committee for Privacy, Security & Compliance<br />Extension of DG Office<br />Expansion of Data Stewards<br />DG Guidance<br />Data Governance Office<br />Data Quality Office<br />Integration of :<br />- Data Owners- System Architects<br />- Business Owners<br />DG Guiding Principles<br />Data Stewards<br />Data Profiling & Classification<br />Data Cleansing & Performance<br />Data Modeling<br />Information<br />Data<br />12<br />

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Evolution of Data Governance<br />13<br />Data Governance Strategy<br />Long term<br />Short term<br />Mid term<br />Center of Excellence driven DG<br />Data Steward Servicesdriven DG<br />Corporate Strategy driven DG<br />Data Management Foundation<br />Information Management Foundation<br />Knowledge Management Foundation<br />Integrated DG Driving <br />Corporate Value<br />DG Service Deployed<br />Non-Intrusive DG Deployed<br /><ul><li>Leverage existing efforts

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Provides guidance and support</li></li></ul><li>Data Governance Definitions<br />Data Governance Office – an organizational entity responsible for facilitating and coordinating Data Policy, Data Stewardship and/or Data Performance as services for ICBC<br />Interim DG Group – a temporary committee to provide DG guidance to in-flight or future projects<br />DG Terms of Reference (ToR) – the protocols by which the Interim DG Group will operate<br />14<br />

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Data Governance: Support for Projects<br />The Interim Data Governance Office (DGO) will reduce project risks by ensuring that decisions about data and information are made to support:<br />A consistentview across the enterprise,<br />A single version of the truth,<br />An alignment with insurance industry standards e.g. IBM IAA, ACORD, IDMA<br />

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Data Governance in Action<br />Goal<br />The Data Governance Office will review requests for new data to be captured to support analysis that has strategic importance and cross divisional impact<br />Request Example<br />Road Safety wants to prioritize investments and strategies, however, a critical piece of information (“main causal factors” in crash related claims) is not currently collected<br />Role of Data Governance<br />Data Governance will make a decision about this request after considering enterprise wide impact and alignment with the Enterprise Information Model<br />16<br />

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Interim roles and responsibilities<br />17<br />

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Interim Roles and Responsibilities<br />Approve<br /><ul><li>Approve drafts of guidance for distribution across ICBC

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Affirm decisions made by the Functional Working Group (as appropriate)

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Make decisions based on Decision Packages

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Advocate for data governance across ICBC</li></ul>Data Governance Council<br />Develop<br />Data Governance Office (includes Functional Working Group)<br /><ul><li>Active contribution in the development of guidance

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Active contribution to the development of Decision Packages

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Make decisions based on Decision Packages

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Identify outstanding issues to be escalated to the Data Governance Council and EC

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Advocate for Data Governance across ICBC

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Execute an effective communication process for data governance

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Meet approximately weekly</li></ul>Subject Matter Experts<br />Sub-Committees<br />Consult<br /><ul><li>Active contribution in the development of guidance

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Active contribution to the development of Decision Packages

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Provide domain-specific guidance to Functional Working Group

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Advocate for awareness of data risks and opportunities </li></ul>18<br />

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Role of the Data Governance Council<br />Data Governance Council:<br /><ul><li>Composed of designated members of the Executive Committee

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Focus on operational sustainment of information

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Provide guidance to help manage information as an asset</li></ul>Executive Committee:<br /><ul><li>Define ICBC’s strategic vision and strategic outcomes

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Make decisions on complex organizational issues

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Engage Data Governance Council when decisions have information implications</li></ul>Data Governance Council<br />Executive Committee<br />19<br />

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The Two Hats of the Data Governance Office<br />Executive<br />Data Governance Council<br />Business / Project Role<br /><ul><li>Identify strategic uses for information based on business objectives

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Provide oversight for complex information decisions</li></ul> (e.g. migration)<br />Data Governance Role<br /><ul><li>Proactively define/align rules (policies, standards and practices)

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Provide forum for the resolution of data related issues:

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e.g. Business Terms

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React to and resolve issues arising from non-compliance with rules

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Advocate for data governance</li></ul>Data Governance Office (DGO)<br />Engage<br />Engage<br />DGO Executive<br />Data Stewards<br />Inform<br />Inform<br />Subject Matter Experts<br />Solution Leads<br />Project Teams / Ongoing Operations<br />Policies<br />Decision Package<br />Outcome<br />Outcome<br />Standards<br />Decision Package<br />Practices & Processes<br />20<br />

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DGC Business Role: Considerations(e.g. Migration)<br />Data Governance Council<br />Provide oversight on complex information decisions e.g. migration<br /><ul><li>Review decision packages and determine option to be considered

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Review migration plans to ensure alignment with strategic, operational and information management objectives</li></ul>Data Governance Office<br />(e.g. DGOE, Analytics , SMEs, Solution Leads)<br />Consult / Review / Analyze<br /><ul><li>Work with project teams to determine alignment with strategic, operational and information management objectives

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Review project migration plans to understand scope of data to be migrated and ensure the data governance guiding principles are observed / incorporated into plans</li></ul>Advise Data Governance Council on recommended option(s) within decision package<br />Project Teams / Ongoing Operations<br />Liaise with Data Governance Office<br /><ul><li>Consult with Data Governance Office as migration plans are prepared to ensure strategic, business and information management objectives are incorporated

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Prepare decision package materials</li></ul>21<br />

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DGC Governance Role: Considerations (e.g. Business Terms)<br />Data Governance Council<br />Provide governance oversight on information management activities<br /><ul><li>Endorse the proposed business terms and their definitions

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Resolve business term definition where conflict exists</li></ul>Data Governance Office<br />(e.g. DGOE, Analytics , SMEs, Solution Leads)<br />Consult / Review / Analyze<br /><ul><li>Advise Business Term Working Group on approach i.e. internal / external standards, hierarchy of glossaries

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Create the process for approval and endorsement of definitions

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Work with the project team to devise governance process for changes to definitions

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Oversee the implementation of the corporate glossary (e.g. tools, change management & communication)</li></ul>Advise Data Governance Council on recommendation to endorse or recommended option(s) where conflict exists<br />Project Teams / SMEs<br />Liaise with Data Governance Office<br /><ul><li>Consult with Data Governance Office to ensure the appropriate stakeholders are involved

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Provide recommended term definitions to be approved / endorsed</li></ul>Change Management & Communication<br /><ul><li>Once approved, work with Change Management & Communication to ensure all impacted parties are made aware of controlled vocabulary</li></ul>22<br />

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Data governance guiding principles<br />23<br />

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Data Governance Guiding Principles<br />Data Governance Guiding Principles set out high-level considerations for analyzing and evaluating alternative courses of action<br />There is one foundational principle (“Information is an Asset”) and twelve subsequent principles<br />The style used to articulate the principles aligns to the style used for ICBC’s Technology Alignment Strategy<br />24<br />

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lessons learned<br />25<br />

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Lessons Learned<br /><ul><li>Be clear on scope of effort</li></ul>Data governance support to projects<br />Future state environment<br /><ul><li>Don’t boil the ocean</li></ul>Prioritize what’s needed and focus efforts<br />Some foundational elements are required establish directional guidance that can later be formalized (i.e. policy)<br /><ul><li>Be prepared to be flexible</li></ul>Allow for a feedback loop for continuous improvement<br />26<br />

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Lessons Learned Cont’d.<br /><ul><li>Communication, communication, communication</li></ul>Know your key messages and stakeholders<br />Proactively engage stakeholders<br />Establish how broadly to communicate<br /><ul><li>Strong integration with Transformation Program efforts</li></ul>Engage project teams to initiate and sustain ongoing discussion around the Data Governance in general<br />Show how DG principles can be incorporated into project activities<br /><ul><li>Knowledge transfer</li></ul>Identify internal resources to champion early to facilitate knowledge transfer<br />27<br />

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Lessons Learned Cont’d.<br />Support materials<br />Have some FAQs<br />Provide some guidance on how to align with / apply DG principles<br /><ul><li>Did we say communication?</li></ul>28<br />

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29<br />QUESTIONS<br />

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We are looking for a number of Information Management Professionals to join our team.Send your cv to Dave Govett @ ICBC dave.govett@icbc.com<br />30<br />