Saturday, September 13, 2014

Principles of Information Governance

With the evolution of tools and technologies around big data, the variety and volume of customer information collected has increased many fold. This also requires the responsible use of such information by the organization. Many countries have promulgated legislations to regulate the use and protection of such information in every organization.

The set of multi-disciplinary structures, policies, processes and controls that are used to manage the customer information and thereby supporting the current and future reglatory, legal and operational requirements make up the Information Governance framework of the organization. Information governance goes beyond retention and disposition to include privacy, access controls, and other compliance issues. It is interesting to note that big data innovators recognize the importance of governance to the success of their projects.

The Principles identify the critical hallmarks of information governance and provide both a standard of conduct for governing information and metrics by which to judge that conduct. In doing so, they give assurance to the public and society at large that organizations of every kind are meeting their responsibilities with respect to the governance of information.

Transmational organizations looking forward to demonstrate the highest level of maturity in the Information Governance design their Governance framework based on the following key principles:


Accountability to is key for the success of any program and on the same lines, for the Information Governance, to be successfull shall have an accountable senior leader, who shall oversee the governance practices and should require regular reporting for monitoring purposes. The organization should adopt policies and procedures to guide its workforce and agents and ensure its program can be audited and continually improved to support the organization’s goals.

An information governance program should at the minimum:
  • Establish an information governance structure for program development and implementation
  • Designate a qualified accountable person to develop and implement the program
  • Document and approve policies and procedures to guide its implementation
  • Remediate identified issues
  • Enable auditing as a means of demonstrating the organization is meeting its obligations to both internal and external parties

A high maturity organization would demonstrate the following:
  • The organization’s senior management and its governing board place great emphasis on the importance of information governance. 
  • The records manager directs the records management program and reports to an individual in the senior level of management. 
  • The chief information governance officer and the records manager are essential members of the organization’s governing body. 
  • The organization’s initial goals related to accountability have been met, and it has an established process to ensure its goals for accountability are routinely reviewed and revised. 


An organization’s processes and activities relating to information governance shall be documented in an open and verifiable manner. Documentation shall be available to the organization’s workforce and other appropriate interested parties within any legal or regulatory limitations, and consistent with the organization’s business needs. Transparency of the organization’s governance practices must extend to definitions of appropriate information uses and the processes for ensuring compliance with policies on appropriate information use.

An information governance program includes its information management and information control policies and procedures. To ensure the confidence of interested parties, records documenting the information governance program must themselves adhere to the fundamentals of information management.

At the highest maturity level, an organization should practice and demonstrate the following:
  • The organization’s senior management considers transparency as a key component of information governance. 
  • The software tools that are in place assist in transparency. 
  • Requestors, courts, and other legitimately interested parties are consistently satisfied with the transparency of the processes and the organization’s responses. 
  • The organization’s initial goals related to transparency have been met, and it has an established process to ensure its goals for transparency are routinely reviewed and revised. 


An information governance program shall be constructed so the information generated by or managed for the organization has a reasonable and suitable guarantee of authenticity and reliability. Integrity of information, which is expected by patients, consumers, stakeholders, and other interested parties such as investors and regulatory agencies, is directly related to the organization’s ability to prove that information is authentic, timely, accurate, and complete. For the healthcare industry, these dimensions of integrity are essential to ensuring trust in information.

For safety, quality of care, and compliance with applicable voluntary, regulatory and legal requirements, integrity of information should include at least the following considerations:
  • Adherence to the organization’s policies and procedures
  • Appropriate workforce training on information management and governance
  • Reliability of information
  • Admissibility of records for litigation purposes
  • Acceptable audit trails
  • Reliability of systems that control information
Transformational organizations, which are at the highest maturity level should demonstrate the following abilities:
  • There is a formal, defined process for introducing new record-generating systems, capturing their metadata, and meeting other authenticity requirements, including chain of custody. 
  • Integrity controls of records and information are reliably and systematically audited. 
  • The organization’s initial goals related to integrity have been met, and it has an established process to ensure its goals for integrity are routinely reviewed and revised. 

An information governance program shall be constructed to ensure a reasonable level of protection to records and information that are private, confidential, privileged, secret, classified, essential to business continuity, or that otherwise require protection.

Information protection takes multiple forms. First, each system must enable management of security access controls. Only members of the workforce and other authorized parties with the appropriate levels of access or security clearance may access information relevant to their roles or duties. Reliably protecting electronic and physical assets requires use of tools such as user authentication, key card access restrictions, and other relevant measures. This also requires that as the workforce and other authorized parties transition in status or job function, respective level of access is changed immediately to a level appropriate to the new role and duties.

The highly matured organizations would practice and demonstrate the following:
  • Executives and/or senior management and other governing bodies (e.g., board of directors) place great value in the protection of information. 
  • Audit information is regularly examined, and continuous improvement is undertaken. 
  • Inappropriate or inadvertent information disclosure or loss incidents are rare. 
  • The organization’s initial goals related to protection have been met, and it has an established process to ensure its goals for protection are routinely reviewed and revised. 


An information governance program shall be constructed to comply with applicable laws and other
binding authorities, as well as with the organization’s policies. Every organization should:
Know what information should be entered into its records to demonstrate its activities are being conducted in a lawful manner.
Enter that information into its records in a manner consistent with laws and regulations.
Maintain its information in the manner and for the time prescribed by law or organizational policy.
Develop internal controls to monitor adherence to rules, regulations, and program requirements, thus assessing and ensuring compliance.

The following capabilities when demonstrated will mark the highest maturity level:
  • The importance of compliance and the role of records and information in it are clearly recognized at the senior management and governing body levels.
  • Auditing and continuous improvement processes are well-established and monitored by senior management. 
  • The roles and processes for information management and discovery are integrated, and those processes are well-developed and effective. 
  • The organization suffers few or no adverse consequences based on information governance and compliance failures. 
  • The organization’s initial goals related to compliance have been met, and it has an established process to ensure its goals for compliance are routinely reviewed and revised. 

An organization shall maintain records and information in a manner that ensures timely, efficient, and accurate retrieval of needed information.

A successful and responsible organization must have the ability to identify, locate, and retrieve the information required to support its ongoing activities. This information may be used by:
  • The healthcare team, patients, and other caregivers Authorized members of the workforce and others authorized consistent with regulations 
  • Legal and compliance authorities for discovery and regulatory review purposes
  • Internal and external reviewers for purposes including but not limited to: payer audit, financial audit, case management, and quality assurance.
High maturity organizations practice and demonstrate the following:
  • The senior management and governing body provide support to continually upgrade the processes that affect records and information availability. 
  • There is an organized training and continuous improvement program across the organization. 
  • There is a measurable return on investment to the organization as a result of records and information availability. 
  • The organization’s initial goals related to availability have been met, and it has an established process to ensure its goals for availability are routinely reviewed and revised. 

An organization shall maintain its records and information for an appropriate time, taking into account its legal, regulatory, fiscal, operational, and historical requirements.

As part of its retention program, an organization must develop an information retention schedule, which specifies what information must be retained and for what length of time. Retention decisions are based on the type of information, and the organization’s legal, regulatory, fiscal, operational, clinical, role/mission, and historical requirements. Information retention schedules should be reviewed periodically and revised regularly. Some internal changes in the organization such as mergers and acquisitions or lines of business changes, or types of records generated, as well as external events such as legal, regulatory, or fiscal changes, may require revisions.

High maturity organizations consider practising the following:
  • Retention is an important item at the senior management and governing body level.
  • Retention is looked at holistically and is applied to all information in an organization, not just to official records. 
  • Information is consistently retained for appropriate periods of time. 
  • The organization’s initial goals related to retention have been met, and it has an established process to ensure its goals for retention are routinely reviewed and revised. 

An organization shall provide secure and appropriate disposition for records and information that are no longer required to be maintained by applicable laws and the organization’s policies.

Disposition includes not only destruction, but also any permanent change in custodianship of the information, such as when it is transferred to another party due to a merger or acquisition of another hospital, clinic, or physician practice or when a organization discontinues a practice, service, or other business. In many cases, the appropriate disposition is the destruction of information, in which case the organization should ensure the information is transported and destroyed in a secure and environmentally responsible manner. The organization should document or certify that the information has been destroyed completely and irreversibly when required.

The processes of a high maturity organization should address the following:
  • The disposition process covers all records and information in all media. 
  • Disposition is assisted by technology and is integrated into all applications, data warehouses, and repositories. 
  • Disposition processes are consistently applied and effective. 
  • Processes for disposition are regularly evaluated and improved. 
  • The organization’s initial goals related to disposition have been met, and it has an established process to ensure its goals for disposition are routinely reviewed and revised.


No comments:

Post a Comment