also after the launch of the registry. The reason(s) behind these continuous training activities were: Movements in the staff of the organisations Issues identified during the monitoring and testing phases New features of the base registry Feedback should be collected after each training activity. A first important aspect to encourage staff to contribute is to adapt the training activities as much as possible without losing the objectives of the training programme as a whole. For the monitoring and testing phases, data quality and the outcomes of the related activities were checked. For the base registry implemented by CUZK, the training activities and communications were adapted to the needs of the audience. The needs were defined depending on the technical competences, the organisation and the motivation of its employees. Feedback was collected after the different training activities. While the training activities were adapted to the audience, the objectives to be achieved by the trainers depended on the training programme as a whole. These objectives changed over time, e.g. from a focus on raising awareness to a focus on technical competence. The language barrier, caused either by a multilingual environment or by different semantics, should not be underestimated as it can act as a barrier for the management to support information governance For FG, from the Provincia autonoma di Trento, the motivation problem does not only concern the contribution of the staff but also how the language barrier can hinder the management from being convinced by external documentation on information governance and its potential benefits. At the Swedish Environmental Protection Agency, they are working step-by-step for the communication to the management in to raise awareness and interest about topics such as: information security, open data, information governance, and master data. They also have a process to make information available which includes all these aspects. By raising awareness inside the organisation about information governance and asking for an active contribution, a set of interested people should naturally appear. This set of people could be trained to become information governance champions, promoting IG and its best practices at all levels of the organisation. At EFSA, they tried to raise the awareness of everyone in the organisation by sending many messages and to engage them by investigating about information problems, e.g. situations in which the employees could not work with the data because of its low quality. By doing this, EFSA gathered a set of people throughout the organisation who were already inspired. Today, they are trying to transform those people into information governance champions to encourage the employees at all levels of the organisation and to spread the information governance practices. Supporting tools Questions
also after the launch of the registry. The reason(s) behind these continuous training activities were: Movements in the staff of the organisations Issues identified during the monitoring and testing phases New features of the base registry Feedback should be collected after each training activity. A first important aspect to encourage staff to contribute is to adapt the training activities as much as possible without losing the objectives of the training programme as a whole. For the monitoring and testing phases, data quality and the outcomes of the related activities were checked. For the base registry implemented by CUZK, the training activities and communications were adapted to the needs of the audience. The needs were defined depending on the technical competences, the organisation and the motivation of its employees. Feedback was collected after the different training activities. While the training activities were adapted to the audience, the objectives to be achieved by the trainers depended on the training programme as a whole. These objectives changed over time, e.g. from a focus on raising awareness to a focus on technical competence. The language barrier, caused either by a multilingual environment or by different semantics, should not be underestimated as it can act as a barrier for the management to support information governance For FG, from the Provincia autonoma di Trento, the motivation problem does not only concern the contribution of the staff but also how the language barrier can hinder the management from being convinced by external documentation on information governance and its potential benefits. At the Swedish Environmental Protection Agency, they are working step-by-step for the communication to the management in to raise awareness and interest about topics such as: information security, open data, information governance, and master data. They also have a process to make information available which includes all these aspects. By raising awareness inside the organisation about information governance and asking for an active contribution, a set of interested people should naturally appear. This set of people could be trained to become information governance champions, promoting IG and its best practices at all levels of the organisation. At EFSA, they tried to raise the awareness of everyone in the organisation by sending many messages and to engage them by investigating about information problems, e.g. situations in which the employees could not work with the data because of its low quality. By doing this, EFSA gathered a set of people throughout the organisation who were already inspired. Today, they are trying to transform those people into information governance champions to encourage the employees at all levels of the organisation and to spread the information governance practices. Supporting tools Questions
Information%20governance%20webinar_Report_20171006_v0.05.docx