Information and Knowledge Management Strategic Plan 2007-2009

Message from the Secretary

In the past six years, we have taken important steps to improve the way we create, organise and use our information and knowledge resources. This Information and Knowledge Management Strategy builds on these successes and provides Treasury, for the first time, with a consolidated and coordinated approach to information and knowledge management to sustain and enhance our collective performance.

Managing information and knowledge is critical to delivering our business outcomes and providing timely and effective policy advice to Treasury ministers. As such, managing information and knowledge is a key risk for Treasury. Adoption and implementation of this strategy will support our Corporate Plan and assist in mitigating our information and knowledge management risks.

The distinction between knowledge, on one hand, and information and data on the other, is important. These are very different resources, each with unique strengths, limitations and characteristics. Our strategy aims to describe how Treasury can achieve an appropriate balance between the people or human networks that create, share and apply knowledge and the process and technology systems that we use to store and disseminate information and data to support Treasury business processes.

This plan details information management and knowledge sharing principles which will reinforce our Treasury people management principles, including the need for open, two-way communication at all levels. These principles need to form the basis for our individual and collective decision making and behaviour in the future.

New governance arrangements will align our information technology and non-information technology initiatives to Treasury's core business processes. These governance arrangements will allow us to take a Treasury-wide approach to progressing and prioritising initiatives.

Changing how we use information -- and building a supportive information and knowledge culture is crucial to sustaining our capabilities and improving our overall performance. Effective information and knowledge management depends on all of us and achieving the objectives of this strategy will require a contribution from all Treasury staff.

Developing our collaborative and inclusive working environment will help us adapt to challenges of the future. At a fundamental level, this strategy will make us more effective, more resilient and adaptable, and help build our individual and collective capability.

Ken Henry
Secretary to the Treasury

About the plan

The Information and Knowledge Management Strategic Plan builds upon previous work, integrates a range of activities currently underway within Treasury and sets future directions for our information and knowledge management activities. It aims to provide a coherent framework for progressing and assessing new and ongoing information and knowledge management initiatives.

The plan:

• describes how information management and knowledge sharing practices can improve the delivery of Treasury outcomes;
• establishes information management and knowledge sharing principles;
• identifyies three core information and knowledge management priorities:
  • Priority 1: Improving information management;
  • Priority 2: Investing in systems and infrastructure; and
  • Priority 3: Improving knowledge sharing, retention and learning.

The plan specifies a governance framework and set of processes to support the management and coordination of information and knowledge management initiatives.

The Strategic Agenda (attached to the plan) specifies new and ongoing information and knowledge management initiatives to be progressed in Treasury in 2007-2009.

The issues/problems outlined in the plan were identified through an extensive consultation process involving staff from all levels and groups in Treasury.

Treasury's information and knowledge management environment

To be effective, the Information and Knowledge Management Strategic Plan requires an understanding of the environment, or context, in which it is to be applied.

The distinction between knowledge on the one hand and information and data on the other is an important one. These are very different resources, each with a unique set of strengths, limitations and characteristics. As with all organisations, Treasury must develop both if we are to be effective.

Data and information are any material that can be digitised. Concepts associated with information and data include: document, network drives, Intranet, Internet, TRIM, database, search, retrieve, browse, file, record and metadata.

Information is very important in helping Treasury be more productive and to achieve greater consistency in performing its activities. Treasury can never capture (as information) more than a small proportion of what our people know. Also, the more information we store, the harder it is to find information that is deemed valuable and relevant to the specific task at hand.

Knowledge is the capability and know-how embedded in the heads, hearts and hands of Treasury's people that enables them to get things done. When we talk about knowledge we use terms such as: talk, listen, share, learn, create, discover, dialogue, collaborate, act, choice, relationships, emotion, organic, adaptive, complex and trust.

Knowledge has both individual and collective components. At an individual level the focus is upon education, training, and personal and professional development that aim to better equip staff to perform their roles. At the collective level the challenge is to create an environment where Treasury staff know the entire context relative to their job, work collaboratively to detect emerging patterns and issues and to solve problems.

If you were to imagine Treasury's information and knowledge resources as an iceberg, the tip of the iceberg represents data and information. The bulk of the iceberg represents the knowledge in people's heads. The water the iceberg is floating in represents the organisational culture - it's all around us and we rarely notice it.

Information management principles

Information is a strategic resource for Treasury. The information management principles (set out below) will guide the planning and implementation of our information management activities. The principles include organisational, cultural and strategic factors that should be considered to improve the development, management and use of information in Treasury. These principles complement our

Treasury people values and knowledge sharing principles.

Knowledge sharing principles

Treasury's People Values provide guidance on desired behaviours on how we interact and communicate with each other. A set of knowledge sharing principles has been developed to complement these values.

The knowledge sharing principles guide how Treasury staff should behave and interact with others, not just within units but also across divisions and groups. By behaving consistently with these principles, we can greatly increase the knowledge sharing and connectivity within Treasury.

Priority 01 - Improving information management

Improving information management focuses on the content we use in our work and how this content is managed and delivered. Treasury's information and data are corporate resources, not divisional, group or individual resources. These resources must be accessible to all who need them.

Treasury's size, geographic co-location and relatively homogenous functions provide sound conditions for effective enterprise-wide information and data management arrangements.

Our objectives are to:

• provide Treasury staff with timely, accessible, authoritative and accurate information;
• embed our information management principles within our decision-making and daily behaviours;
• achieve a consistently high standard of records management across Treasury that supports our business activities and meets our statutory obligations; and
• move to a culture where all information is shared freely within Treasury, except that which has clear reasons to be secured.

Key issues

Data management. Data supporting our core business processes is often fragmented, duplicated and inconsistent across systems, frequently resulting in manual re-entry of data and increased need for quality control to check the manual processes. There is no ability to search for data across systems and Microsoft spreadsheets are often used to store large volumes of critical data. These spreadsheets are often not documented and rely on the knowledge of key individuals. Current data management arrangements are inefficient and represent a significant business risk. These arrangements have not been reviewed to ensure they are aligned to industry best practice.

Document management. Document management refers to the creation, capture, organisation, storage, retrieval and circulation of documents. The LAN drives remain the principle storage of documents. In many areas the LAN drive structures are not reviewed regularly and staff find it difficult to search and retrieve documents from the LAN drives. Other issues such as version control, archiving, duplicates of files on the H: drive and in the official recordkeeping system TRIM remain a concern for staff.

Records management. Records are official Treasury documents that provide evidence about departmental activities, decisions, and processes. Our record keeping practices vary and good record keeping practices are not always supported by managers in Treasury. Many staff are uncertain about what, how and where information should be recorded and what systems should be used to save records. Use of TRIM remains low due to issues such as search functionality, system reliability, insufficient training and confusion about TRIM's use for document management.

Electronic content management. Content management is the process of creating, editing storing, organising and publishing content on the web. The Intranet is an important resource for content about Treasury's activities and processes. Current issues include inconsistent, duplicated, missing and outdated Intranet content, resourcing of our decentralised content management arrangements and limited Intranet search functionality.

Email management. As in many other organisations, staff struggle with the high volume of information they deal with and email volume contributes significantly to information overload. Some staff use Outlook folders as the official storage area for business documents. These documents are not stored in Treasury's official recordkeeping system and are not available to others who need access to them.

Information silos. Treasury's information management is characterised by operational and functional silos and unilateral decisions about who in Treasury needs to know what information.

Strategy

Data management. Treasury will develop and implement a data management strategy to ensure

staff are confident of the integrity of the data they use. This will include examining how an enterprise-wide relational database management system can address Treasury's current data management issues.

Document management. Treasury will develop policies and guidelines to assist staff manage folder structures and business documents on the LAN drives. Training and assistance will be available to all staff. Treasury will also examine document management systems to provide a range of functionality to support staff including versioning, multiple authoring and workflow.

Records management. TRIM is our records management system. Actions will focus on enhancing its usability and reliability, clarifying our records management policies, improving recordkeeping practices across the organisation, training and other initiatives to provide staff with the capability to use TRIM consistently and effectively. The importance of good record keeping needs to be supported by management and reinforced through context-setting meetings for the Performance Management System.

Content management. Much of our corporate content is delivered to staff via the Intranet. Our staged approach to developing the Intranet will continue, with the next stage focusing on search and usability. There will be an increased focus on the role of divisional Intranet content managers in order to lift the quality and standard of content. Mechanisms will be implemented that will allow Treasury's policy history and experience content to be shared more readily.

Email management. Treasury will work to reduce the effect of information overload on staff, by examining email management tools that allow staff to filter and categorise large volumes of email. Protocols on the use of email titles, subject lines and better use of 'cc' functionality will be developed and implemented.

Information silos. Adoption of our information management principles and their associated behaviours will help break down our information silos. The business case for an enterprise-wide search capability will be developed. Enterprise-wide search will enable staff to search for information in systems, databases and on LAN drives.

Priority 02 - Investing in systems and infrastructure

Investment in information and communications technology (both applications and infrastructure) must align clearly with Treasury's corporate planning and strategic priorities. Investment decisions should be made in the context of enterprise wide issues, benefits and risks and provide robust and integrated support for Treasury's core business processes.

Our objectives are to:

• ensure our IT, financial and people management systems and infrastructure support Treasury's corporate objectives;
• align Treasury's IT environment and practices with whole-of-government approaches;
• ensure our IT system and technology decisions are economical and sustainable;
• adopt formal governance arrangements which will facilitate an integrated approach to systems investment that addresses risks and removes inefficiencies;
• improve synergies between corporate systems;
  and
• ensure corporate systems developments are funded and managed appropriately.

Key issues

System planning and investment. There is no clear link between Treasury's IT planning and budget planning processes and there are no clear guidelines or rules for funding IT initiatives. Many staff are unaware of the process to propose and bid for funding to progress new IT initiatives.

System risks. Significant weaknesses and risks exist in the systems and processes supporting some of Treasury's key business functions. Lack of investment in diverse and integrated systems has resulted in a siloed approach to data and information, creating system-wide and process inefficiencies.

Strategy

Capital Management Plan. In 2006-07, the Capital Management Plan will be reviewed and updated to enable Treasury to evaluate its requirements for infrastructure and information management initiatives. The plan will address the capital needs for the full range of infrastructure, including Information Communications and Technology (ICT) infrastructure. The Capital Management Plan will be aligned to the Information and Knowledge Management Strategy and Treasury's corporate planning processes. The plan will be dynamic and will be updated to reflect the priorities and activities listed in the Information and Knowledge Management Strategic Agenda 2007-09.

Information management investment. Treasury investments in information management systems should be approved through formal governance arrangements and align with Treasury's corporate directions, taking into account enterprise wide issues, benefits and risks. Wherever possible, Treasury's information management practices, processes and methods should align with whole-of-government approaches and industry standards.

System risks. A key activity for Treasury is to review and identify where systems provide significant business risks and inefficiencies.

Priority 03 - Improving knowledge sharing, retention and learning

A key cultural challenge for Treasury is to increase our knowledge sharing behaviours and internal communication. Knowledge sharing provides the context for staff to do their jobs effectively. It relies heavily on relationships across Treasury, how open and trusting we are and how able staff are to seek and receive guidance. Building the extent and quality of the networks and relationships within Treasury will increase our ability to coordinate our actions, to leverage our expertise and experience and to deliver quality outputs.

Our objectives are to:

• create the conditions so staff have the context they need to perform their roles;
• create the conditions so our knowledge flows freely throughout Treasury;
• embed Treasury's knowledge sharing principles into our daily activities;
• foster development of networks across groups to connect people with similar roles and interests;
• develop a learning culture where we reflect on and learn from our activities;
• identify staff with key expertise and process knowledge, and have succession planning arrangements in place;
• have simple, standardised handover/takeover arrangements that minimise the effect of internal movement of staff; and
• where possible, maintain relationships with knowledgeable staff who have left the department.

Key issues

Barriers to knowledge sharing. There are a range of barriers to effective knowledge sharing that need to be addressed:

• Silos of information and knowledge within Treasury can prevent effective sharing with others who might need it. This is compounded where information is secured above its required classification.
• Staff need to understand their work in a whole-of- Treasury context. Staff sometimes find out after the event that others worked on similar tasks and provided advice on similar topics.
• Treasury mechanisms to share knowledge (including various seminars, forums and workshops) vary greatly in approach, effectiveness and attendance across the department.
• The effectiveness and extent of communication is highly variable. Managers need to be accessible and approachable to ensure staff have the necessary context for their work, and to break down barriers to knowledge sharing.

Internal mobility. Our high level of internal mobility is important in developing our staff's skill base, however it causes a 'knowledge loss' for the losing area, and a training burden on the gaining area. Handover of positions and staff induction is inconsistent and creates challenges when key staff have critical knowledge that needs to be retained.

Learning and reflection. We need to ensure we reflect on our activities and projects to learn and re-use the knowledge from them.

Staff retention. Staff loss to other departments and the private sector and through retirement can result in significant loss of knowledge and a resultant risk to Treasury performance.

Strategy

Sharing and connectivity

Remove barriers to knowledge sharing. A key challenge for Treasury is to enhance the connections between people with like tasks and interests, irrespective of their location or level. A range of initiatives to build and strengthen relationships, improve collaboration and increase knowledge sharing across Treasury will be undertaken. The explicit activities include sharing our knowledge and experiences through mentoring, anecdotes, feedback sessions, guided experience and opportunities that engage staff in dialogue on key policy issues.

• We will build on existing forums that provide the opportunity to collaborate and share our knowledge and engage in dialogue on relevant issues. These forums include group and across group meetings, the Treasury seminar series, group seminars and workshops.
• We will value and foster existing networks such as Treasury Executive Leadership Program cohorts, Social Network of Graduates, Treasury Certificate in Business Services, internal committees and working groups.
• We will encourage and support the establishment of informal networks on key topic areas that supplement our existing range of informal networks (such as the tax specialist network).
• Communication 'at level' across Treasury is generally effective. Staff are willing to help when approached by their peers; these behaviours need to be reinforced and encouraged.
• We will take every opportunity to communicate the desired knowledge sharing behaviours, including through forums such as Secretary's addresses to the department, SES forums and professional development programs.

Encourage a culture of openness and inquiry. Our knowledge sharing strategy encourages Treasury staff to ask questions. This creates the opportunity to share knowledge. Managers will be encouraged to nurture these behaviours and maintain high levels of approachability.

Knowledge sharing principles. The knowledge sharing principles and behaviours will be embedded in our everyday activities. Staff awareness of the principles will be raised and reinforced through Treasury's people management systems, departmental forums and corporate planning processes.

Internal mobility

Policy development. Treasury has a high level of internal mobility. We need to ensure incoming staff achieve competence rapidly and that important knowledge is not lost as staff move on. A policy will be developed to provide guidance on handover arrangements. The policy will focus on incumbents developing key information and contacts relevant to their role, and introducing new staff to key contacts they will deal with.

Issues Documents. For some time, Treasury Issues Documents have provided a road map of information relating to an issue or project. These documents prompt us to reflect on our activities and provide continuity and accurate linking to authoritative documents/sources. Our strategy is to embed use of these documents as a standard practice within Treasury.

Learning and reflection

Policy and program evaluation. Policy evaluation will allow us to learn from our experiences, improve processes and refine resource allocation. The Policy Evaluation Unit will be an in-house centre of expertise for evaluation frameworks and methodologies. Evaluations will include both analytical and narrative components. The Audit Committee will continue to review areas of the department's operations and risks and draw lessons from these.

Professional development and training. Learning and professional development provides staff with the skills and expertise they need to meet the organisation's capability requirements. Learning and development will be delivered through a range of approaches including formal structured learning, on-the-job training, coaching, mentoring, workshops and seminars. We will develop an Intranet site which provides a link to all learning and development activities available to staff across Treasury.

Mentoring and coaching. We will reinforce the value of mentoring and coaching, especially SES mentoring of EL2 officers, as an efficient and effective way of sharing knowledge, in particular the judgements made in the course of policy advising.

Preventing knowledge 'walking out the door'

Evaluating our intellectual assets. Treasury experts have a depth of experience. Much of their expertise is not easily recorded, so sharing this knowledge is critical. We will work to identify those individuals and institute arrangements to ensure that specialist staff members are given the opportunity to share their knowledge and expertise. This will involve developing a detailed process to track current skill inventories and future needs for professional and management skills in Treasury. This activity will also help Treasury to identify future knowledge gaps that are likely to emerge.

Staff retention. We will continue to employ a range of strategies and activities to enhance Treasury's ability to attract and retain staff, including:

Effective utilisation of retirees. Treasury will build on existing initiatives such as the Mature Age Employment Framework and Alumni Program to maximise the extent to which the knowledge and experience of retirees can be utilised.

Treasury capability frameworks. These frameworks provide guidance to staff on the behaviours expected of staff at all classification levels. The frameworks align our people management systems to facilitate the recruitment, development, management and appraisal of staff. These processes are supported by APS and Treasury values and organisational principles to ensure Treasury has the organisational capacity to deliver its mission and business goals. Treasury will ensure its capability frameworks and the strategic plan are closely aligned and mutually supporting.

• providing competitive remuneration, maintaining flexible working conditions and ensuring Treasury is a satisfying and rewarding place in which to work;
• maintaining a safe and healthy working environment; and
• ensuring staff have access to Treasury's professional development, career development and performance management systems to develop skills and knowledge required for their current and future roles and responsibilities.

IKM Implementation and governance

Implementing information and knowledge management is not the responsibility of just one person. To work it must be part of everyone's agenda. All staff should incorporate the Information Management and Knowledge Management principles into their daily work. The Executive Board and general managers should foster and encourage behaviours conducive to information and knowledge sharing and regularly reinforce these messages through departmental forums, performance appraisals and corporate planning processes.

IKM Strategic Agenda 2007-2009

Initiative	Purpose	Mapping to IKM Priorit
Intranet Stage 4 Investigate opportunities for better integration of existing corporate systems (TRIM, Aurion, SAP, etc) Strengthen guidelines and standards to clarify the purpose and appropriate use of the Intranet Strengthen training and support for Intranet Content Managers Develop a business case to progress Intranet Stage 4 Examine enterprise search and collaborative environment options	Improve synergies between corporate systems Provide staff with access to accurate and current information and data Improve information sharing Improve search and usability of the Intranet	1
Electronic Records Management System(TRIM) Strengthen the introductory recordkeeping and TRIM system training program to include recordkeeping responsibilities, H: drive, email Vault and TRIM system Deliver structured training to all new starters and provide regular refresher training for existing staff Identify divisional TRIM representatives to assist with the monitoring and implementation of recordkeeping Enhance the usability and stability of the electronic recordkeeping system TRIM Leverage better service and support arrangements from Tower software through participation in the Commonwealth Agencies TRIM Action Group Develop Treasury's Vital Records Register and the Digital Preservation of Records policies	Achieve a high standard of records management in Treasury Enhance staff skills, knowledge and behaviour regarding records management Improve the quality and accuracy of information in the Electronic Records Management System TRIM	1
Document and email management Develop Treasury-wide standards for the management of H: drive documents and email Develop an archive policy for documents and emails on H: drive, Outlook and the Vault Reduce email overload by examine categorisation and subscribe and/unsubscribe tools to assist with the day-to-day management of email Provide annual statistical reports to General Managers on H: drive document and email holdings	Improve accessibility and quality of information by removing redundant and/or duplicate documents and emails from the LAN drives, Outlook and the Vault Improve decision making through better management of documents and emails	1
Treasury Data Management Strategy Develop a Treasury Data Management Strategy based on established IT industry standards Develop a business case to progress the acquisition or development of an enterprise- wide Relational Database Management System (see Measures Systems Scoping Study by SMS Consulting and Domestic Economy Division Database Project). Identify a 'whole-of-Treasury' approach to procurement of data	Improve the quality and accuracy of information in core business systems Improve version control and reduce duplication and re-keying in of data	1
Revenue Measures System Examine solution options based on business requirements identified in the Measures Systems Scoping Study by SMS Consulting, including the Central Budget Management System (CBMS) Develop a business case to progress the acquisition or development of a system to support the revenue measures business processes	Develop a core business system to support the processing of revenue measures and the publishing of budget and budget related documents	1
Domestic Economy Database Assess current business processes and systems for economic data storage and management Develop a business case to progress the acquisition or development of a system to support the domestic Economy Division business processes	Develop a core business system to support Macroeconomic Group's forecasting and modelling frameworks	1
Skills and Knowledge System Liaise with stakeholders to assist in the identification, development and implementation of the most appropriate system. Review and rationalise Treasury's skills and knowledge management systems. Identify alternate skills and knowledge systems that will improve human resource reporting capabilities in order to meet Treasury needs.	Improve information sharing and connectivity through access to a single skills and knowledge system	1
Contact Management System Identify requirements for a 'whole-of-Treasury' contact management system Develop a business case to progress a solution in support of identified requirements	Provide staff with access to accurate and current contact information and data	1
Treasury Information Management Principles Embed Information Management Principles into Treasury's culture	Improve decision-making and productivity	1
Data security Strengthen training, policy and guidelines for appropriate classification of documents and records Inform staff about the adverse impacts of securing information that does not need to be secured	Enhance staff skills, knowledge and behaviour regarding correct classification of documents and records Provide wider access to information that can be shared	1
Knowledge sharing Use existing structures such as the Strategy Network Group to improve cross-group communication Encourage and support the development and growth of key interest networks such as the Tax Specialist Network Foster improved teamwork across the department Promote the use of cross-team project-based activities to develop inter-group relationships Encourage and support knowledge sharing forums such as the Treasury Seminar Series and group policy seminars and presentations Encourage key staff to share their knowledge and experience with internal networks of staff Investigate systems and tools to facilitate online collaboration Improve vertical communication by disseminating the views of the Board, GEM, divisional and unit meetings Promote the knowledge sharing behaviours widely through the department Embed the knowledge sharing principles in the Performance Management System and the Treasury Corporate Plan	Build and maintain external networks Develop effective cross-group networks Improve the flow of vertical and horizontal knowledge in Treasury Improve information sharing and multi skilling Forster improved teamwork across the department	3
Policy and program evaluation Undertake formal evaluation: establish an evaluation framework and capability to formally evaluate major projects, policy initiatives and activies (Policy Evaluation Unit) Undertake informal evaluation: encourage units, divisions and groups to evaluate projects and processes and disseminate lessons learned	Enhance Treasury's existing evaluation of policy development and implementation of systems	3
Professional learning and development Develop and maintain staff skills and knowledge through the Professional Development Framework and departmental people management systems such as the performance management and career development systems. Develop a business case and determine the requirements for an online learning system to support the delivery of learning and development programs. Develop a Treasury-wide learning and development portal on the Intranet to communicate professional development initiatives, training programs and schedules.	Strengthen staff's capabilities Enhance staff capabilities to meet Treasury business needs Improve the quality and delivery of advice to Treasury ministers Facilitate the attraction and retention of the right people	3
Staff mobility Implement a standardised process, based on the Issues Document, for staff to develop a 'map' guiding successors to key documents, records, people and data sources related to the role. Develop and implement a Recordkeeping, Document and Email Management policy for departing staff. Adopt a standard period (minimum one week) where departing staff handover to new staff. Identify staff with key expertise and process knowledge and institute robust succession planning arrangements Implement staff departure arrangements within divisions, including interviews and video recordings Draw on existing exit interview processes	Improve handover arrangements to minimise the effect of internal movement of staff Develop robust succession plans for staff departing the department Gain insights from departing staff	3
Staff retention Respond to issues raised through the staff survey and workplace agreement negotiations Develop initiatives under the Mature Age Employment Strategy to encourage key skilled staff to remain in Treasury through more flexible work practices Build and maintain relationships between Treasury staff and departed staff through the Treasury Alumni Programme	Improve the well-being of Treasury staff. Attract and retain the right staff.	3
Capital Management Plan Develop and implement Treasury's Capital Management Plan	Ensure corporate (IT, financial and human resource) systems development are funded and managed appropriately	2
Chief Information Officer Establish and staff a Chief Information Officer position	Undertake IT strategic planning activities	Governance
Information and Knowledge Management committee structure Select an IKM Advisory Board Develop the terms of reference and appoint board members Engage the Strategy Network Group Establish an IT sub-committee to provide technical support and advice to the Chief Information Officer	Ensure that IKM activities are progressed in accordance with departmental priorities	Governance
Project Management Framework Implement a standardised Project Management Framework for IT projects based on industry standards (PRINCE2) Assess and enhance the Australian Government Information Management Office (AGIMO) ICT Business Case Guide and Tool so that it can be applied to Treasury business cases. Align Treasury IT governance practices and procedures in accordance with IT industry standards (COBIT and ITIL)	Provide a standard, consistent and comprehensive means to manage IT projects.	Governance
Identify and prioritise IKM initiatives Undertake a review of core business processes Review and update IKM Strategy and Action Plan annually Progress and prioritise IKM activities in accordance with corporate objectives	Ensure that IKM activities are progressed in accordance with corporate objectives Ensure that there is no duplication of activities	Governance