Review of corporate information management

Review of the Scottish Government's corporate processes for the storage, retrieval and deployment of corporate information to ensure they are fit-for-purpose.

The need for an information management strategy

In addition to the conclusions and some proposed actions highlighted in this report, key recommendations are also set out for consideration. Central to these is the development of a corporate information management strategy which should clearly set out a direction of travel for the organisation to deliver its information management priorities, policies and approach to achieving best practice and compliance.

The information management strategy should align to other strategic priorities and support the overarching vision of being an open, capable and responsive government. Strategic goals should be defined which represent the future state vision around information management and a clear commitment by the SG Executive Team to creating the environment to deliver those goals. The Information Management Strategy could be based on a model of three C’s – Culture, Capability and Control and its strategic goals could include: 

Scottish Government Information Management Strategic Goals

Creating the right organisational culture


  • We value our information as a precious asset which underpins our everyday business. We treat it as no less valuable than people, finances and infrastructure
  • Information management is a strategic priority for the SG and supports our vision as an open, capable and responsive government
  • At all levels of the organisation we recognise and promote the importance and priority of good information management
  • The drive for best practice is embedded in the way we handle information and ‘doing it right first time’ is standard practice
  • Our behaviours around information management are consistent, corporate and aimed at achieving the highest standards

Improving information management capability


  • We proactively improve the information management skills of all staff.
  • We create business and digital solutions to analyse, transform and streamline the structure and business value of our legacy data 
  • We reduce duplication and rework through better business processes supported by automation and value creation through the provision of reuse opportunities.
  • Wherever possible our information has a single point of truth.
  • We provide the best available information systems which meet the needs of our work
  • Our information management provides a return on investment through improved and consistent data, information and knowledge sharing and management.
  • We can readily provide, exchange and publish information across the SG and externally when appropriate.
  • We ensure the right information is available, to the right person, at the right time, in the right format, at the right place, enabling effective and efficient working, improved business decisions and accountability

Establishing clear and effective information governance and controls


  • We have meaningful, appropriate and consistent controls and information governance arrangements in place at all levels of the organisation.
  • Roles and responsibilities for managing our information assets throughout their lifecycle are not just assigned, they drive information management best practice, continuous improvement and quality assurance in our day to day business
  • Our information management is planned annually and links to and supports our strategic priorities and objectives.
  • We have effective measures in place to evaluate, encourage and drive our performance around information management
  • We meet our own high standards, policies and ethical responsibilities and fully comply with our information management legal and regulatory obligations.





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