Department of Fisheries and Marine Research · (Electroniclogbook or VMS viewers, Inspection report...

D F M R – I T S T R A T E G Y

Department of Fisheries and Marine Research

Consultancy Services for IT System Assessment and

Preparation of Requirements for Request for Proposal

IT StrategyA u g u s t 2 0 1 8

I t e m V e r s i o n R e v i e w D a t e

0 1 . I T S t r a t e g y v 0 . 1 26/05/2018

0 2 . I T S t r a t e g y v 0 . 2 28/05/2018

0 3 . I T S t r a t e g y v 0 . 3 05/06/2018

0 4 . I T S t r a t e g y v 0 . 4 10/06/2018

0 5 . I T S t r a t e g y v 0 . 5 11/06/2018

0 6 . I T S t r a t e g y v 0 . 6 10/07/2018

0 7. I T S t r a t e g y v 0 . 7 30/07/2018

0 8. I T S t r a t e g y v 1 . 0 16/08/2018

D o c u m e n t C o n t r o l

© 2018 KPMG Limited, a Cyprus Limited Liability Company and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ('KPMGInternational'), a Swiss entity. All rights reserved 2


G l o s s a r y

3

A c r o n y m D e f i n i t i o n

DFMR Department of Fisheries and Marine Research

CFP Common Fisheries Policy

TAC Total Allowable Catch

AIS Automatic Identification System

VDS Vessel Detection System

DG MARE Directorate – General Maritime Affairs and Fisheries

ASP.NET Active Server Pages

IIS Internet Information Service

DVS Data Validation System

FCD Fisheries Control Database

EU European Union

EC European Commission

MS Member States

ERS Electronic Reporting System

FVR Fleet Vessels Register

FMS/SDAP Fisheries Management System

NAD National Aquaculture Database

VMS Vessel Monitoring System

FLUX - TL Fisheries Language for Universal Exchange – Transportation Layer

FIS Fisheries Information System


G l o s s a r y

4


GDPR General Data Protection Regulation

API Application Programming Interface

LAN Landing Declarations

RTF Rich Text Format

DITS Department of Information Technology Services

ITSC Information Technology Steering Committee

COBIT Control Objectives for Information and Related Technologies

ITIL Information Technology Infrastructure Library

PMO Project Management Office

ECMS Enterprise Content Management System

RFP Request for Proposal

BCP Business Continuity Plan

G2B Government to Business

G2G Government to Government

MDM Master Data Management

RTO Recovery Time Objective

BCP Business Continuity Plan

DMS Document Management System

ISMS Information Security Management System

LAN Local Area Network


G l o s s a r y

5


SLA Service Level Agreement

SW Software

HW Hardware

PNO Prior Notification

IFDM Integrated Fisheries Data Management

RFMO Regional Fisheries Management Organisations

UN/CEFACT United Nations Centre for Trade Facilitation and Electronic Business

FOCUS Fisheries Open Source Community Software

NEAFC North East Atlantic Fisheries Commission

NAFO Northwest Atlantic Fisheries Organization

GFCM General Fisheries Commission for the Mediterranean

FAO Food and Agriculture Organization

SFPA Sea-Fisheries Protection Authorities

ACDR Aggregated Catch Data Reporting

MDR Master Data Register


C o n t e n t s

6

01. Introduction 5

1 . 1 P r o j e c t B a c k g r o u n d

1 . 2 T h e C u r r e n t D o c u m e n t

1 . 3 T h e A p p r o a c h

1 . 4 T h e N e e d

1 . 5 T h e C u r r e n t S t a t e

1 . 6 I s s u e s a n d L i m i t a t i o n s

02. The Future State 31

2 . 1 T h e V i s i o n , t h e S t r a t e g y , t h e E x e c u t i o n

2 . 2 V i s i o n P r i n c i p l e s & S t r a t e g i c O b j e c t i v e s

2 . 3 C h a l l e n g e s

2 . 4 B e n e f i t s

03. IT Strategy Definition 38

3 . 1 O v e r v i e w

3 . 2 S t r a t e g i c P i l l a r s

3 . 3 S t r a t e g i c D i m e n s i o n s a n d A c t i o n s

3 . 4 A n a l y s i s o f S t r a t e g i c A c t i o n s

3 . 5 I m p l e m e n t a t i o n A p p r o a c h C o m p o n e n t s

3 . 6 I m p l e m e n t a t i o n A p p r o a c h S c e n a r i o s

3 . 7 P r o p o s e d A r c h i t e c t u r e O v e r v i e w

3 , 8 A r c h i t e c t u r e C o m p o n e n t s

04. Implementation Plan and Priorities 74

4 . 1 O v e r v i e w a n d O r g a n i z a t i o n

4 . 2 A p p r o a c h a n d P r i o r i t i e s

4 , 3 S t r a t e g y A c t i o n s – E f f o r t - T o - B e n e f i t C o n s i d e r a t i o n

4 . 4 S t r a t e g i c A c t i o n s I m p l e m e n t a t i o n s R o a d m a p

05. Constraints, Dependencies and Risks 79


1 - Introduction


8

1.1 Project BackgroundThe Department of Fisheries and Marine Research (DFMR), of the Ministry of Agriculture, Rural Development andEnvironment of the Government of Cyprus is the Competent Authority that has called for Tender No: 01/2016, for theProvision of Consultancy Services from Experts concerning DFMR’s IT Strategy and the Preparation of theoperational and technical specifications for a system that will implement the Strategy, based on the Common FisheryPolicy Rules (CFP) and all related EU Legislation (The Project). More details regarding the need for this project and theinternational dimension of Information Technology with regards to fisheries is provided in the following section.

The scope of the project comprises the following legal obligations :

The preparation of a strategic plan for the implementation of DFMR’s IT Environment Upgrade (New DFMRSystem);

The implementation of a Data Validation System (DVS);

Re-Assessment of the following systems, applications or IT environment components currently utilized orrequired by DFMR:

Electronic Reporting System (ERS);

Fleet Vessels Register (FVR);

Fisheries Management System (FMS/SDAP);

National Aquaculture Database (NAD);

Vessel Monitoring System (VMS);

Fisheries Control Database (FCD).

Upgrade/Implementation of a Data Center for Hosting all DFMR Systems and Applications and cloning (to theextent required) to another location for the purpose of Disaster Recovery;

Integration and Interfacing between IT Systems where appropriate.

Compiling the Technical Specifications related to the results of the assessment for the optimum IT solution thatwill be utilized by DFMR;

The need for a Risk Analysis component was not included in the legal obligations of the current project hence it hasnot been included above as per the project scope. However the specific component has been considered andcovered in the definition of this Strategy.

Regarding the new IT solution (i.e. the new DFMR System), a Scope Study deliverable has been defined thatestablishes the basis of the overall project approach and for the development of further deliverables. The input for thedevelopment of the Study was obtained through the analysis of initial information gathered from DFMR as well asthe Overview Meeting that has been conducted for the review of current and future needs for the Department. Inaddition best practice information have been derived and incorporated following the educational site visits in Croatiaand Denmark that have been performed abroad and based on information gathered through the KPMG network ofprofessionals.

1.2 The Current DocumentThe current document is titled “A1: DFMR IT Strategy” and it provides an analysis of the strategic pillars on whichthe overall IT Strategy shall be based and details of the short term and long term objectives to be fulfilled, the actionsto be undertaken and the solution to be considered. Finally, it sets priorities for the activities to be performed.

The document is Deliverable A as per the terms of reference of the contract agreement

1 - Introduction


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1.3 The ApproachThe approach followed in developing the current document comprised the following data gathering procedures:

Desktop Review of existing documentation provided by DFMR;

Initial Overview Meeting conducted with DFMR and DITS staff members in Cyprus;

Workshop organized and performed by DFMR for the purpose of presenting Information Systems of Fisheries

Agencies (Sweden, Denmark, Croatia, DGMARE, EFCA);

Educational visits to Croatia and Denmark;

Analysis of best practices and successful implementation practices from other Organizations;

Consideration of the overall e-Government strategy principles of the Republic of Cyprus; and

Overview of the relevant National Laws and European Union regulations.

The overall goal was to understand at a high level the current state with regards to the operations of DFMR and theservices provided through the As-Is process executed, identify current shortcomings and define the approach toenhance the overall environment by defining specific actions and developing solution recommendations. Emphasiswas placed on the benefits of the implementation, the needs for the new technology to be utilized, the high-levelfeatures required and the boundaries of the implementation.

1.4 The NeedOperational evolution and enhancement of performance via increased productivity, efficiency and cost optimizationrequires optimum utilization of resources, based on a solid framework of digitization, computerization andautomation. Furthermore, in times of increased pressure on public finances, digitization is one of the most importanttools available to modernize operational processes while performing tasks with fewer human resources. Digitizationis thus a key tool for solving the many challenges that the Department of Fisheries faces.

Current systems utilized by DFMR have deficiencies and a significant number of processes or activities areperformed manually due to lack of comprehensive system functionality and integration. The different systems haveall been developed separately addressing vertically specific regulations or concerning a need within the Departmentat different periods of time and without integration element in place. This results in technical bottlenecks onapplicability, enforcement and implementation of the constantly evolving requirements that arise from policies andEU regulations and increases risk of DFMR not being compliant.

Fisheries Management and Control – the European Union ViewThe Common Fisheries Policy, of which its success depends very much on the implementation of an effectivecontrol and enforcement system, is a set of rules for managing European fishing fleets and for conserving fish stocks.Designed to manage a common resource, it gives all European fishing fleets equal access to EU waters and fishinggrounds and allows fishermen to compete fairly. Through the CFP it is required for DFMR to establish a FisheriesManagement System to safeguard stock reproduction and ensure that foundations are in place for a controllable thusprofitable industry. Through the establishment of the Fisheries Management System, DFMR is obliged to:

Ensure that all fisheries data are collected and validated in an electronic form;

Maintain and manage/control fishing capacity;

Monitor and manage fishing effort and limitations regarding licensing, gears, overall fleet capacity and ensure

vessels tracking;

Ensure applicability of the technical measures (minimum landing sizes, specs for gears, closed areas, limitations

on catches, etc.) and implementation of Regional Management Plans and control quota deductions;

Ensure the application of the EU law on fisheries activities through audits and inspections;

Apply sanctions and enforcements; and

Control the supply chain.

1 - Introduction


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1.4 The Need (Cont.)

Fisheries Management and Control – the European Union View (Cont.)To ensure that the CFP rules are followed in practice within the fisheries management, the policy includes therequirements for a control and monitoring system that will provide the necessary tools to enforce the regulations.Through the implementation of the control system DFMR shall:

Ensure checks are carried out at every point in the chain from net to plate; at the ports where the fish is landed or

transshipped, during transport, in factories that process fish up to the markets where the fish is sold;

Collect and maintain all the information at every point along the production chain for every consignment of fish

which will prove that the fish was caught legally;

Effectively enforce the regulations concerning fishing activities and maintain information on how infringements are

handled;

Cross-check effectively data that are recording fishing activities, vessel positioning (SPS, AIS, VDS Data) through a

Common Data Model; and

Accurately exchange fisheries control data with other member states, third country, the European Commission

and any other organization.

Conformance with the European Commission RequirementsThe EC, conducts verifications and autonomous inspections and audits, with the aim to control and evaluate theapplication of the rules of the CFP and ensure proper implementation of EU Law on fisheries activities. Whendeficiencies are detected the establishment of actions plans are imposed for planning corrective measures towardsconformance.

The implementation of an IT Strategy, that takes into consideration the conformance requirements (e.g. CFP rules tobe applied), will result to the definition of the required IT Infrastructure and solutions that will support theDepartment’s legal obligations towards the EC and address identified weaknesses or shortcomings.

For this purpose DFMR will need to establish an appropriate structure and architecture and put in force systems toensure management, monitoring, control and enforcement of the EU Law and the principles and rules of theCommon Fisheries Policy. Towards that direction, Cyprus has to take all necessary measures and steps to implementthe necessary actions since failure to implementation within the timeframes set by EU will result in penalties and orfines.

At the same time the implementation of the necessary architecture and infrastructure outlined in the DFMR ITStrategy will ensure that DFMR will set the foundations for continuous adaptability and compliance to the constantlychanging regulatory and operational environment.

Integrated Fisheries Data Management – A Holistic Approach to Information SystemsThe EU is pursuing a variety of complementary technology innovations to address the challenge of optimizing accessto and sharing of quality data among Member States in a distributed database environment, supporting themovement of fisheries management and science data towards ecosystem-based management. Within this context aholistic approach was formulated, common to all individual information system projects (MDR, ACDR, ERS, VMS,etc.) in order to establish an integrated European information system approach for fisheries management.

This Integrated Fisheries Data Management (IFDM) programme was initiated to lead to a high quality data exchangeenvironment and at the same time provide a framework of digitization, computerization and automation across MS tocontribute but also to be flexible and customizable respecting individual MS localized requirements. This commonframework is provided through a business independent open source platform called FLUX which aims to create abusiness agnostic transportation layer facilitating the exchange of XML data between MS and other contributingparties.

1 - Introduction


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1.4 The Need (Cont.)

FLUX and Open Source CommunityThe transportation layer (FLUX) serves as the gateway for standardized and most importantly harmonized dataexchanges between Member States and EU. Thus, agreements are in place with RFMO’s (NEAFC, NAFO) and 3rdcountries to utilize the transportation layer and gradually SFPAs as well as other organizations (GFCM, FAO) willevaluate the adoption of the transportation layer to be used for data exchanges.

The FLUX is based on individual stand-alone business modules developed on an open source technology stack whereall contributing parties are invited to utilize as a unified development framework and implementing only the modulesrequired according to their needs. The objective is that all contributors can work together on building various modules(Electronic logbook or VMS viewers, Inspection report management software, license management tools, vesselmanagement software etc.) that can be integrated with the FLUX TL reference installation. Adoption of theUN/CEFACT international standardization approach guarantees modules compatibility between them and ensuresharmonization of the data exchange requirements not only within EU Member States but with 3rd countries as well.

The transportation layer software is already available and will be further enhanced in future releases to improve thenetwork and the monitoring of exchanges as well as to guarantee a higher availability. A public license is foreseen(Open Source), making the transportation layer software available to the open source community without licensingcost.

Towards the direction of Open Source licensing a full support is also been provided by EU to The FOCUS communitythat has been established with the purpose to create and maintain free software dedicated to the management ofthe fishery resources resulting in a more sustainable fisheries management. FOCUS believes that information sharingis a pillar of the platform needed to perform efficient fisheries management therefore UN/CEFACT standards havealso been established to support the FLUX Standard.

IT Strategy towards DigitizationThrough the implementation of the proposed IT Strategy for DFMR, the fundamental principles of establishing aFisheries Management System as well as ensuring that the Control and Monitoring mechanisms are in place willensure compliance to EC requirements and audits performed and will enable DFMR to adapt to current and futurepolicy and EU regulations. The adoption of the FLUX framework will be a major pillar to ensure the harmonization andenable consistent data exchange of the future IT System with other MS and EU.

To achieve the above, the need for digitization becomes a business imperative. The critical enabler to optimize andscale the business operations of any organization is Technology. Hence a formal and transformational approach toenhancing and elevating the technology components, processes and services of DFMR is also required. The existingsystems and processes require improvement, streamlining, and above all a service oriented approach that focuses onefficiency while maintaining control and effectively ensuring that the Common Fisheries Policy as well as NationalPolicies are enforced and applied at their maximum extent.

The digitization of DFMR processes will primarily aim to create a “single source of truth” that will be the fundamentalbasis and data repository for all data gathered through the different system components used by DFMR in order forthose data to be utilized for the effective fisheries management and control for all fisheries activities. As such, DFMRmanagement initiated a project to address the identified deficiencies. The Action Plan enhanced the need toaccelerate the initiative’s completion, focusing on the assessment of the DFMR current systems and aiming for anew integrated system implementation. In addition the focus is on providing the channels for publishing andoptimizing service delivery as well as building the required Validation system to ensure proper monitoring and controlthrough validation and cross checking of data. This is in line with the overall approach of the Government of Cypruswith regard to e-Government and the role of information for the implementation of such initiatives as well as the EUrequirements as those were defined in the Action Plan required to be executed during the following years.

Based on the above the future IT / digital services to be provided by DFMR, facilitated by the supporting IT systems,must consider the impact of external drivers (regulatory, market and technology trends) as well as understanding ofthe internal drivers faced by key organizational stakeholders.

1 - Introduction


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1.4 The Need (Cont.)Based on the current understanding of DFMR’s IT environment and the challenges that are currently faced apreliminary Vision supported by Vision enablers has been developed. This will form the basis for developing the ITtransformation approach that will facilitate the business imperatives and will serve as the foundation in executing thenext phases of the project.

Based on the above, the need for the enhancement of the DFMR IT systems and the deployment of a data driven ITinfrastructure for DFMR stems from the following drivers:

Ensuring Compliance with Common Fisheries Policy, all fisheries Control related regulation and all other

obligations deriving from the EU or national regulations / legislations;

Increasing efficiency / effectiveness and service delivery value (e.g. by providing “ single source of truth”);

Reducing risk; and

Containing cost.

At the same time, significant challenges in transforming administrative processes and improving data handling acrossadministrative levels exist. To overcome these challenges clear agreement on specific principles and commondelivery platform(s) are required. Principles considered include:

The proper use of open, closed and shared data;

Enhanced cooperation across governmental and public authorities;

Increased collaboration and sharing of information among DFMR employees through the proper use of

technology; and

Smooth and controlled access to information and Internet services.

It should be clear that the IT Strategy addresses the need for a new DFMR System design based on an architecturethat sets the basis for the framework and platform for the above principles to be addressed and satisfied to thehighest extend possible. It does not aim for just the replacement of specific components or upgrading of specificsystems in isolation. This will help to ensure a more cohesive, simple and efficient public sector for both citizens andbusinesses for the services provided by DFMR and the related stakeholders.

1 - Introduction


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1.4 The Need (Cont.)The table below provides an analysis of example issues to address relevant to each driver and the value propositionfor each.

1.5 The Current StateDFMR serves as the competent authority to ensure full implementation of the National and European Legislation onthe Fisheries Sector, thus ensuring the transmission of data to the EU and/or other institutions as instructed by thelaw. The Department is administratively structured in the following (5) five Divisions and one supporting service thatare responsible for different functions under the Department utilizing different, and in most cases not integrated,systems for the collection, processing and analyzing of data.

Fisheries Resources;

Aquaculture;

Fishing Shelters and Publicity;

Marine Environment;

Fisheries Control and Structures; and

Naval Service.

1 - Introduction

Driver Example Issue to Address Value Proposition

Ensuring compliance with EU and national legislation and other obligations;

• ‘Single Submission’ concept requirement• European Commission Regulations and

Common Fisheries Policy alignment• Validation System as defined in EU

regulations

• Serving as the ‘Single Source’ for fisheries and aquaculture data for Cyprus

• Adapt EU regulation and align Common Fisheries Policy by design

• Customizable validation engine monitoring EU control regulations

Increasing efficiency / effectiveness and service delivery value

• Many stakeholders and users of information• Legal obligations creating bureaucracy• Manual operational activities• Parallel development of supporting

information systems• Lack of end to end automation and online

services

• Submission of information only once but with access to past and present information

• Common platform / procedures• Electronic data interchange and further facilitation

of (near) real time data availability and automation also via FLUX

• Electronic payments

Reducing risk

• Outdated applications utilized• Limited access / authorization capabilities • Lack of data validation• Use of hardcopy documentation• Human intervention• Tedious statistical / analytical analysis

• Automation of control activities• Audit trail of activities• Transaction tracking• Monitoring capabilities• Data integrity and quality and VALID

implementation• Dynamic analysis and accurate statistical data

Containing cost

• Time consuming manual activities • Multiple approvals required• Multiple data submissions• Inefficiencies during site inspections

• Automation of activities (end to end where possible)

• Workflow and integration• Submission of information once• Technology driven optimization of procedures


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1.5 The Current State (Cont.)Below is the current architecture of DFMR existing IT systems:

1 - Introduction

Professional Licenses

FMS (SDAP)

Amateur Licenses

Vessel Insurance

Biological and Economic Data

Logbook

Manual Logbook App

DFMR Internal Network

FLU

X-TL

Inland Fishing Sampling

eLogbook (vessels over 12m)

ERS

Sales Notes

Catch Reporting

Statistics

Inspector Mobile Client

Real Time Vessel Monitoring

VMS

Patrols

FCD

Inspections

Infringements

Evidence

Vessel Register

FVR

Vessel Licenses

Vessel Events

Vessel gearAquacultureCompanies

NAD

Aquaculture Licenses

Facilities

Licensed Fattening

Licensed Hatcheries

Satellite Positioning Vessel eLogbook

FLU

X-TL

Figure 1: Current systems logical diagram

Production Data and Stats

Socioeconomic Data and Stats


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1.5 Current State (Cont.)

KPMG Digital Capabilities Assessment MethodologyAs part of the overall approach and in order to achieve a level of assessment based on the existing systems highlevel description, the baseline KPMG Digital Capability Map was considered during the analysis of the existingenvironment and current system functionality. The current systems were evaluated against the functionalcomponents of this map which includes APIs & Links, Master Data, Digitization, Reporting & Analytics, Security &Control, Payments, Notification & Distribution Engine, Delegation & Task Management, Rule Engine, ContentManagement, Workflow Engine, Integrated End to End Process Automation and Digital Channel Services. Thesefunctional components are essential in supporting any digital era IT Strategy definition.

Legend API’s and Links - Ability to efficiently integrate with internal and external data sources/systems through open

technologies. Master Data – Centralized data management of common / master data elements for all system components. Digitization – Digitalization of data and end to end automation. Reporting and Analytics – Management, monitoring, regulatory and custom ad-hoc analysis capabilities. Security and Control – Management and provisioning of complex access and process controls. Payments – Integrated payment cycle data and online payments. Notification/Distribution Engine – Definition, management, execution and distribution of notifications and alerts. Delegation and Task Management – Management and monitoring of tasks. Rule Engine – Definition, management and implementation of business logic rules and associated actions. Content Management – Management, distribution and publishing of online content. Workflow Engine – Definition, management and deployment of business process workflows. End to End Process Automation – Design and implementation of automated end to end process cycles. Digital Channel Servicing - Agile publishing of digital channel services.

1 - Introduction

Digital Channel Servicing

End to End Process

Automation

Content Management

Workflow Engine

Notification / Distribution

Engine

Delegation& Task

Management

Rule Engine

PaymentsSecurity &

Control

Reporting / Analytics

Digitization

APIs & Links

Figure 2: KPMG Digital Capability Heat Map

Master Data


1.5 The Current State (Cont.)Currently, DFMR is supported by various systems developed over periods of time to address the different evolvingneeds of the organization. This includes systems of different origin, technologies and capabilities utilized tocomprise the puzzle of functionality and services needed. During the current state assessment performed, existingsystems were reviewed against the Digital Capabilities Map components, to understand their current function,capabilities and to identify any applicable deficiencies. The analysis is provided on the following pages.

The following visual markers are utilized:

Capability Available Capability Not Available Requires Improvement Not Applicable

System OverviewThe Vessel Monitoring System (VMS), provided by Tototheo and Globavista, is a satellite-based monitoring systemwhich at regular intervals provides data to DFMR on the location, course and speed of vessels that are over 12meters in length (38 vessels in total). This data allows monitoring of the behavior of fishing vessels in real-time, inparticular for control purposes. The data is mainly managed by the DFMR Control Division, but in specific cases datais provided to the external entities including EU, EFCA as well as other Member states through FLUX-TL but alsothrough secure data exchange according to business rules that are agreed across MS at an EU level. Suchtransmission occurs for instance for the purposes of monitoring fisheries activities in a wider international context, forwhich VMS data should be forwarded to DG MARE in real-time through FLUX-TL that is currently being developed forDFMR. Another case is, when VMS data is requested in the context of a specific investigation and provided by theMember State as a file containing VMS positions.

The system became a standard tool for monitoring and control of vessels in the EU through the legislation thatintroduced compulsory VMS tracking for all large vessels. The legislation requires that all coastal EU countries set upsystems that are compatible with each other so that countries can share data and the Commission can monitor thatrules are respected.

The system allows the user to define boundaries of fishing zones and set alerts based on the zone limits. The vesselactivities are monitored towards the defined zones and email alerts are generated based on actual vessel positioningmessages received from satellite signals towards the defined zones and identifies if routing violations occur. Thesystem is accessed through an online platform external to the network of DFMR and data is extracted periodically inExcel format for further analysis. Through an integration with the ERS system a manual cross-check is possible bycomparing eLogBook data against the submitted positioning of the vessel. Through the analysis process any potentialviolations identified are extracted and reported to the DFMR Director.

Technical CharacteristicsThe system is a web-based off-the shelf solution that has been localized to meet DFMR requirements, utilizingASP.NET and IIS on the front end running over a Microsoft SQL 2012 Database Server. The system is hosted onpremise at the DFMR offices on three physical servers. The first server hosts four Virtual Machines sessions thatcorrespond to two application servers, one database server and one domain controller and the second server is anexact replica for failover purposes. The third server used for VMS is dedicated for the FLUX-TL current ongoingimplementation to be utilized in the future for the EU OMS data exchange.

The VMS system is integrated through Restful services (API) to the ERS System for retrieving eLogbook (landingdeclarations) and vessel positioning data and comparison is executed manually against the actual vessel trip datareceived through ERS. The system receives SAT-C position reports and generates email notifications through variouscustom defined alerts, including but not limited to alerts for zones, for speed, for positioning of vessels etc.

1 - Introduction

Vessel Monitoring System (VMS)

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1.5 The Current State (Cont.)



Digital Capability Map Assessment ResultsThe current system assessment was performed against the components of the Digital Capabilities Map which areessential in supporting the DFMR digital era IT Strategy definition. The results for the VMS system are analyzedbelow:

1 - Introduction

API’s and LinksRestful API and link to ERS system is currently available for exchanging eLogbook information. Integration with FLUX-TL for OMS Data exchange with other Member States and EU is currently under development.

Master Data Master data is not currently maintained in VMS. Zones can be set for defining the allowed fishing areas and providing information for alerts to be generated.

Digitization Link of digital with physical data is not required.

Dynamic Reporting and Analytics

Reporting is dynamic and Analytics for the vessel positioning is provided through interactive and user friendly interface.

Security and Control

Ability to manage complex access, process controls and ability to accommodate 2-step verification process. Additional Security Questions options is available for another layer of security since system is accessible and outside the network of DFMR.

Payments Integrated payment cycle is not applicable for this system and also not required.

Notification & Distribution Engine

Notification engine with email notifications and management of custom alerts is currently available and supported by the system.

Delegation & Task Management

Management, delegation and monitoring of tasks is not implemented and not required.

Rule EngineImplementation of new logic rules is supported by the system is provided through the user friendly interface that provides the flexibility to create custom zones with custom properties and rules that should be applicable.

Content Management

Content within the system can be easily integrated, published and distributed through Web-Service with another system.

Workflow EngineWorkflow to include task assignment, approval process as well as engine to manage internal workflows within the department is not available as part of the solution.

End to End Process Automation

System recognizes violations for certain automated procedures and generates warnings through the Notification Engine.

Digital Channel Servicing Digital channel servicing is not applicable for this system.

17

Vessel Monitoring System (VMS)



System OverviewThe Electronic Reporting System (ERS) was developed by Real Consulting and is among the latest systemsdeveloped for DFMR and is used to record, report, process, store and send fisheries data (catch, landing, sales andtransshipment).

The key functional element is the electronic logbook (eLogbook) where the operators of a fishing vessel submit allinformation concerning a fishing trip through the client software that is available on the vessel, and the registeredbuyers submit the sales note either electronically to the system, or manually (i.e. paper based). DFMR officials inputinformation from the paper based sales notes and data concerning direct sales from fishermen to final consumers, inthe system. The sales note module of the ERS systems holds electronically all data related to the marketing of fish.

Data from SDAP and FVR (vessels, licenses connected to vessels, fish) and information from the Master DataRegister of DG MARE (port codes, landing sites codes, fish presentation codes, fishing gear codes, fishing codes) isuploaded in ERS. When a change is applicable to these data sets the data is updated accordingly.

The system consists of the following functionality clusters:

• Logbook/Landing: This includes the vessel trip trail (journey log) that is submitted electronically with informationregarding the fishing activity during that trip. It provides the ability to retrieve / display the fisheries data on thebasis of the recorded information, as well as the ability to print the fishing trip in RTF format. The landingsubmodule consists of the electronic submission of the landing at the port with reference to the exact weight perspecies and or number of fish for certain species, and all other related information.. It maintains data forcomparison by fishing trip of the estimated weight and quantities of catches on board with the correspondinglanding information. The comparison is made on the basis of the prior notification of return (PNO) obligation towhich all types of catch on board and the landing declaration (LAN) should be transmitted

• Sales Notes: Provides the ability to approved first buyers to record and process sales notes and takeoverdeclarations on the basis of the corresponding articles of Community Regulations.

• Statistics: Provides the ability to export data by species, period, vessel and year.

• ERS Web Service: This is the communication subsystem with the EU systems that consists of a web serviceaccessible by the EU central systems and / or Member States via a secure connection (appropriate EU certificates,https SSL protocol). The central system will only send data to other Member States that have the appropriateequivalent web service.

• Administration / Master Data: Through the administration module all necessary configuration of the system iscarried out including recording and processing of EU Codes for catch species, fishing gear, statistical regions,fishing areas, ports, fishing gear, countries, all codifications included in fishing logbooks, etc.

• Catch Reporting: The ERS currently does not have a report set up. The report is manually done by informationderiving from ERS log books and Sales Notes. The ERS is under an upgrade now and one of the reportsgenerated automatically from the system is the Catch reporting.

Technical CharacteristicsThe ERS System is a web-based application developed using in ORACLE Jdeveloper 11 and JheadStart 11g, runningover ORAGLE 11g database with a 3-tier architecture. The system utilizes satellite connection to receive messagesand also exchanges data (Logbooks and Sales Notes) with EU central system through FLUX-TL. An Internet basedchanel to receive messages (i.e. salesnotes) is near completion. ERS also integrates with the VMS system throughrestful service. The production system is hosted on two physical machines, one used for Application and one forDatabase server. The Quality assurance (acceptance server) is hosted on one Physical machine that hosts two virtualmachines that replicate the production environment. All systems are running on Windows 2008 R2 standard.

1 - Introduction

18

Electronic Reporting System (ERS)



Digital Capability Map Assessment ResultsThe current system assessment was performed against the components of the Digital Capabilities Map which areessential in supporting the DFMR digital era IT Strategy definition. The results for the ERS system are analyzedbelow:

1 - Introduction

API’s and LinksSatellite links are available for retrieving vessel information, a restful service provides integration with VMS System and data is exchanged with the EU central systems through web services.

Master Data Master data is maintained through ERS but only for the modules available through the system.

Digitization Link of digital with physical data or integration with online requests is not currently provided.


Reporting capabilities are available from within the system. Additional reports required may require development depending on complexity of the requirement.


Access and basic security control is achieved with standard user authentication controls. Encryption of external connectivity channels is not provided.

Payments An integrated payment cycle is not applicable for this system and not required.


A notification engine with email notifications and management of custom alerts is currently available and supported by the system


Automatic allocation of tasks or documents, either based on roles or business rules is not currently executed within the system, leading to manual activities.

Rule Engine Implementation of new logic rules is supported by the system but with custom development provided by the vendor.

Content Management

Data within the system is not cross checked through quality controls and integration therefore extraction to excel is often required for further analysis and correction.

Workflow Engine Workflow engine to manage internal workflows within the department is not available.


End to end automation is not currently achieved. Landings are crosschecked with the Sales Notes and with PNO however no functional integration with FMS/SDAP exists for retrieving Vessel Information.


System is enabled for Online Services and also supports publishing and feeding of online services.

19

Electronic Reporting System (ERS)


1.5 The Current State (Cont.).

System OverviewThe Fisheries Management System (FMS / SDAP) has been implemented in 2005 through the National FisheriesData Collection Program. The purpose is to collect, process and distribute multiannual statistical, biological andeconomic fishing data in the same format and compatibility with other Member states and in full alignment with EUregulations which will result and contribute accurately to the overall sustainability assessment of the FisheryResources across the EU. The FMS System Core functionality includes several modules, more specifically fourmodules on biological data and one module for inland fishing sampling.

The FMS modules that are currently utilized by DFMR are:

• Professional Licenses: Professional Fishing Licenses including licenses applications, approbation and issuance aswell as licenses that have been expired and suspended.

• Amateur Licenses: Amateur Fishing Licenses including special licenses for fishing in dams, fishing with vessel andfishing with spear gun.

• Vessel Insurance: License contracts including Fishermen Insurance, insurance contract details, contract parties,contract equipment and contract claims.

The system consists of additional 3 modules for Data Collection including Biological Data, Economic Data and InlandFishing Sampling however due to expressed weaknesses of the system, technical limitations and issues that havenot being addressed since 2012 the database and the system module concerning biological data collection for theFisheries Resources Sector electronically is not updated or maintained. For this purpose all biological data is manuallymaintained in Excel Files and MEDITS data are submitted and maintained in FishTrawl Online Database and theprocessing and estimation of the biological parameters is performed using excel spreadsheets or using R Statisticallanguage or software applications in MS DOS.

The FMS/SDAP System is also utilized for issuing professional and amateur licenses and permits based on thelicense categories defined in the national legislation and with the minimum standards required by the EuropeanCommunity Regulation 3690/93. The functionality is achieved though the connection with the ARIADNI systemwhich has been linked with the Farmers Register, the responsible body for issuing the required licenses and permitsfor Fishery Operation. Payment for the licenses through the system is achieved through JCC while the system alsocommunicates with the Citizen as well as the Farm Service Centers.

Technical CharacteristicsThe system is hosted on premise at DFMR and is web-based developed on ASP.NET 2.0 as front-end, using IIS6 asapplication service and running over MS SQL 2005 Database with Reporting Services. License informationmaintained in the system are exchanged through ARIADNI and additional data is exchanged on a databases levelwith FVR, FCD and Logbook System that are all running as standalone systems.

1 - Introduction

Fisheries Management System (FMS/SDAP)

20



Digital Capability Map Assessment ResultsThe current system assessment was performed against the components of the Digital Capabilities Map which areessential in supporting the DFMR digital era IT Strategy definition. The results for the FMS/SDAP system areanalyzed below:

1 - Introduction

API’s and Links The Links available are not through open standards / web services. Manual integration is achieved through ad-hoc synchronization of database tables.

Master DataMaster data is maintained through SDAP only for the Licenses/Insurance modules. The Data Collection modules could not be assessed since they are not used by DFMR.

Digitization Link of digital with physical data (e.g. hard copy licenses or insurance contracts) or integration with online requests is not currently provided.


Reporting capabilities are very limited. Predefined static reports are available but data inconsistencies exist. Additional reports require development from vendor.

Security and Control Access and advanced security control mechanisms are not available.

Payments An integrated payment cycle capability is not available but rather manual importing of JCC payments for licenses is provided.


A notification engine, email notifications and custom alerts are not currently available and supported by the system.


Automatic allocation of tasks or documents, either based on roles or business rules is not currently executed within the system, also leading to manual activities.

Rule Engine Implementation of new logic rules is not supported by the system.

Content Management

Content within the system is not cross checked through quality controls and integration therefore extraction to excel for further analysis and correction is needed.

Workflow Engine A workflow engine to manage internal workflows within the department is not available.


The system is not able to accommodate automation of integrated process cycles.


The system does not support the publishing of digital channel services (data collection and statistics) without significant development and effort.

Fisheries Management System (FMS/SDAP)

21



System OverviewThe Fisheries Control Database (FCD), developed by Cosine Consultants Ltd, is currently used by the inspectors tomaintain the inspections and infringements as obliged for compliance with control regulations. The system is anextension of the existing Fisheries Management System (FMS / SDAP) but currently operates as a standalonesolution with some integration points with FMS/SDAP.

The system was developed with the purpose to record and store information on VMS / ERS surveillance, inspectionand patrol reports and VMS / ERS technical inspection reports, as well as information on infringements of theCommon Fisheries Policy (CFP), including sanctions and the number of molecules imposed. Additionally the systemwas developed to fill the need of the department to determine the rules governed by current fisheries regulations(eg. procedure and timeframe governing the deletion of penalty points or the procedure for imposing a penaltyretrospectively, etc.).

The FCD modules that are available are:

• Patrols: Schedule planning, Monitoring of Patrol, Resource , Overview Patrol;

• Cases/Inspections: Inspections Administration, Inspections History, VMS Inspections, ERS inspections;

• Infringements: Creation of infringement without inspection, Penalty points;

• Evidence: Evidence attached to infringements, Transportation/location administration;

• Mobile devices: Mobile application that is intended to be used by the inspectors during on site inspectionsperformed.

From the above functional modules available on FCD System, only Inspections Administration, Inspections History,Infringements and Evidence functional areas are currently used by the Control Section of DFMR. Penalty points arecurrently maintained in Excel format outside of the system and Mobile devices setup is not currently functional.

Technical CharacteristicsThe system is a Client/Server windows application developed on ASP.NET 4.0 as front-end, using IIS8 as applicationservice and running over MS SQL 2005 Database, the same database engine as FMS/SDAP but using a differentdatabase file. The Telerik Reporting Services 2015 3rd party component is also utilized for enhancing the reportingcapabilities of the system. A mobile application that has also been developed is running over an SQLite Databaselightweight client that is recording data directly on the mobile device an thereafter synchronizes through WebServices with the main database of the FCD System. At the time of the review the Tablet application could not befurther evaluated since it was not in a functional / operational state.

1 - Introduction

22

Fisheries Control Database (FCD)



Digital Capability Map Assessment ResultsThe current system assessment was performed against the components of the Digital Capabilities Map which areessential in supporting the DFMR digital era IT Strategy definition. The results for the FCD system are analyzedbelow:

1 - Introduction

23

API’s and Links A level of integration is achieved with FMS-SDAP for retrieving Vessel Information that are used during inspection.

Master Data Master data is maintained for all supported modules within FCD.

DigitizationLink of digital with physical data (e.g. hard copy licenses or insurance contracts) or integration with online requests is not currently provided but rather maintained physically where applicable.


Reporting capabilities are very limited and reports that are available are not properly functioning due to data inconsistencies that exist.


Ability to provide access through complex security controls is not supported. Mobile device control is provided but mobile service not functioning.

Payments An integrated payment cycle is not applicable.


Notification engine and management of custom alerts are not currently available and supported by the system.


Manual allocation of tasks is achieved through the creation of a patrol, adding an inspection to the patrol and assigning an inspector to execute.

Rule Engine Implementation of new logic rules is not easily accommodated within the system without further development.

Content Management


Workflow Engine The system does not provide an embedded, or integrate with an enterprise, workflow engine.

End to End Process Automation The system does not support automation of integrated process cycles.



Fisheries Control Database (FCD)



System Overview and Technical CharacteristicsThe Fleet Vessels Register (FVR) also known as the “National Register”, records all the characteristics andinformation relating to fishing vessels of the Member State. An initial version of the system was developed in 2004however due to issues that arised with the developed functionality a new version was re-designed and developed in2017 as a standalone application running over FMS/SDAP. The current version of FVR records all the characteristicsand information relating to fishing vessels of the Member State (i.e. Cyprus). Data recorded include informationrequired for proper Vessel Management (Vessel Registration details, Change of Owner, Boat Name, Dimensions,Deactivation/Deletion of Vessel) as well as attached hard copy filled forms for vessel replacement and/or enginereplacement that require control and inspection and manual approval.

The system covers all fishing vessels, including those used exclusively in Aquaculture under Commission Regulation(EC) No 218/2017 for the purpose of the Common Fisheries Policy (CFP). All the information is collected, validatedand transmitted to the Commission four (4) times a year through manual export.

The FVR modules that are currently utilized through the usage of the system are:

• Vessel Register: Vessel Information, Vessel Contacts/Owners, Vessel Registration details, Change of Owner, BoatName, Dimensions, Deactivation/Deletion of Vessel, Engine replacement hard copy filled forms;

• Vessel Events: Listing of all Vessel events;;

• Vessel Gear and Hull Material: Vessels Gear and Tools Maintenance and Types

• Segment Code: Segment Code that vessel is permitted to fish;

• Snapshot: Evidence attached to infringements, Transportation/location administration.

Technical CharacteristicsThe system is a Client/Server windows application developed on WPF as the front-end graphical subsystem forrendering user interfaces running over MS SQL 2005 Database with Telerik Reporting Services 2017 being the 3rd

party component used for Reporting.

A manual synchronization function which copies vessel and license Information to SDAP is applied, a process thatcan be executed ad-hoc and is triggered by a user. During the synchronization quality / validation checks andindicators are not applied hence this the data transfer vulnerable to data completeness and integrity errors.

The front end technologies utilized are based on latest technologies, however the blackened is running on the sameDatabase Engine as SDAP,FMS System (SQL 2005) which renders functionality integration a challenge.

1 - Introduction

24

Fleet Vessel Register (FVR)



Digital Capability Map Assessment ResultsThe current system assessment was performed against the components of the Digital Capabilities Map which areessential in supporting the DFMR digital era IT Strategy definition. The results for the FVR system are analyzedbelow:

1 - Introduction

API’s and LinksAd-Hoc synchronization of vessel information, fishing gear and hard copy licenses with FMS/SDAP.




Reporting capabilities are available including an analytics dashboard also indicating Tonnage and Power of Fleet as well as Dynamic Reporting on Vessel Events

Security and Control Ability to provide access through complex security controls is not supported.

PaymentsIntegrated payment cycle is not achieved but rather manual importing of JCC payments for licenses in FMS/SDAP is provided.





Rule EngineImplementation of new logic rules is supported by the system in a more flexible way but still with the need of development.

Content Management


Workflow EngineThe system does not provide an embedded, or integrate with an enterprise, workflow engine.




Fleet Vessel Register (FVR)

25



System OverviewThe National Aquaculture Database (NAD) has been developed by Cosine Consultants Ltd to monitor the AquacultureIndustry. The system maintains manually inserted data on marine and freshwater aquaculture as well as maintainingthe Aquaculture Entities Register that includes several parameters concerning Permits and Production Facilities.

Data, in the form of reports and limited statistical data analysis (to serve the monitoring of the sector performanceand regulatory obligations) are exported, processed manually and submitted by the Aquaculture Sector toorganizations including EU (under the Data Collection Framework), EUROSTAT, FAO, EAA, GFCM. Also otherstatistical and financial reports and forms are made available to the public.

Technical CharacteristicsThe system is web-based and is developed on ASP.NET 2.0 as the front-end, using IIS6 as the application service andrunning over an MS SQL 2005 Database with Reporting Services.The NAD modules that are currently utilized through the usage of the system are:

• Aquaculture Companies: Aquaculture entities maintenance;

• Licensed Fattening Aquaculture Units: Fish Production Monitoring, Fry/Stocking, Harvesting, Fish Marketing;

• Licensed Hatcheries Units: Hatcheries units maintenance, Fry and Fish Eggs, Fry, Larvae and/or fish eggsproduction and Marketing ;

• Fish Database: Database with fish data by species;

• Employment: Staff details that are employed by the aquaculture organizations;

• Imports/Exports: Maintenance and monitoring of Import/Export operations of the Units.

System OverviewFLUX - TL (Fisheries Language for Universal Exchange – Transportation Layer) is used for the exchange of Fisheriesdata with the European Union, the EU Member States and other third party organizations. The solution is beingconfigured on Oracle Technologies by NET U and released in April 2018. Following the release of the functionality tothe DFMR all information related to Fisheries will be electronically submitted to potential recipients connected withthe European Central System, regardless of the type of system that sends or receives the data. The system wasassessed as an existing system, as it will be utilized by any future solution that will be decided to de adopted byDFMR.

1 - Introduction

National Aquaculture Database (NAD)

Fisheries Language for Universal Exchange – Transport Layer (FLUX-TL)!

26



Digital Capability Map Assessment ResultsThe current system assessment was performed against the components of the Digital Capabilities Map which areessential in supporting the DFMR digital era IT Strategy definition. The results for the NAD system are analyzedbelow:

Overall Environment AssessmentBased on the results of each system / component currently part of the IT environment at DFMR, an overallassessment of the perceived current maturity level of each of the digital capabilities has been defined. Theassessment provides a view of the capability of the existing systems to support the execution of the necessaryactivities for the efficient and effective provision of the services provided by the DFMR based on a digital firstarchitecture that can support the vision and objectives set by DFMR.

1 - Introduction

API’s and LinksAd-Hoc synchronization of vessel information, fishing gear and hard copy licenses with FMS/SDAP.




Reporting capabilities are very limited and reports are static data without any analytics capabilities.

Security and Control Ability to provide access through complex security controls is not supported.

PaymentsIntegrated payment cycle is not available for Renewing and issuing of Aquaculture licenses.





Rule EngineImplementation of new logic rules is not supported by the system without development effort.

Content Management


Workflow EngineThe system does not provide an embedded, or integrate with an enterprise, workflow engine.




27

National Aquaculture Database (NAD)


1.5 Current State (Cont.)

Digital Capability Map Assessment Results – Environment Overview

1 - Introduction

Area Assessment Overview Rating

API’s and Links

Difficulty in establishing or enhancing integration among systems through a common integration layer. All the systems are using different databases and the integration that currently exists is on an ad-hoc basis with different interfaces or calls. The only integration through web-services is between the VMS and ERS systems.

Master Data

Master data is only available and maintained independently on each system and not in a single source of truth that can be commonly utilized by all systems / components. Data federation, validation issues and difficulty in data management result in data inconsistencies.

Digitization

In general the link of digital with physical data (e.g. hard copy licenses or insurance contracts) or integration with online requests is not currently provided by most systems but rather maintained physically where applicable. This results inincomplete record sets.


Reporting capabilities exist among the different systems but with very limited customization and analytical capabilities. Data integrity that is not ensured through a common data model renders many reports unreliable at generation, forcing DFMR employees to export data for further desktop analysis.


Difficulty in enforcing complex access and process controls. Each system manages individually the access for the users. The lack of a user single sign on capability makes user management and enforcement of complex security controls a challenge.

Payments

Payments are handled differently by the different systems without a common online service oriented environment where citizens can select and pay for services. This does not allow for a complete and integrated payment cycle with the relevant supporting information (e.g. handling incensing, permits and even infringements). Manual import of payments from JCC is executed for the reconciliation of the payments.


The lack of a common data model and a rule based notification engine that can correlate data results in the inability of the systems to generate notifications including through cross checking activities that are required between various datasets maintained.


Existing systems are vertical with limited ability to automate, manage and monitor tasks among users across DFMR functions based on integrated processes.

Rule Engine The current systems demonstrate a lack of ability to implement new or change logic rules that arise through national and EU regulations without the need of development.

Content Management

Current systems demonstrate the inability to manage, distribute and publish content from systems to DFMR website, in an automated way, as well as providing content to various required audiences (.e.g. data collections or reports).

Workflow Engine

Existing systems are vertical with limited ability to automate, manage and monitor workflows across DFMR functions based on integrated processes. This results in a somehow disjoined execution of process that requires manual activities.


Very limited ability for automation of integrated process cycles among the units of DFMR both due to lack of technology platforms such as workflow management but also due to absence of an end to end documentation of processes.


Limited ability to support the publishing of digital channel services (data collection and statistics) without significant development and effort.

28


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1.6 Issues and LimitationsIssues and limitations identified as part of the analysis of the current state have been classified in the threecategories often used by maturity models to define, establish, monitor and measure capabilities; People, Process andTechnology. The potential issues and limitations under the mentioned categories that have been identified are thefollowing:

PeoplePeople are the essential ingredient for any strategy, framework or model to succeed. The following key issues andlimitations have been initially identified:

Organization: Even though roles and responsibilities within DFMR exist, a formal IT function and organizationalstructure that is oriented based on a best practice service delivery model has not been adopted. Currentlyresponsibilities of individuals, also due to lack of resources, overlap between service delivery domains.

(IT) Governance: There are no Governance structures in place to allow the IT function to set priorities that alignwith the Department’s objectives through a multi-stakeholder strategic planning process. Significant efforts havebeen made by the responsible individuals in cooperation with the Department of Information Technology Servicesthat have resulted in the Department being able to operate at a satisfactory level. However an IT Governancemodel that defines a structure around how the Department formally aligns IT strategy with business strategy,ensuring that it stays on track to achieve their strategies and goals, and implements good ways to measureperformance is not formally in place. This includes the roles and responsibilities of people, how the IT departmentis functioning overall and what are the core IT policies enforced and processes to be followed.

Reliance on key individuals: It is evident that in different divisions there is reliance on key individuals that act as thesole resources for performing tasks. This is valid also with regards to the IT systems and relevant tasks, wherethere is reliance on individuals or service providers for supporting and developing the DFMR systems andsubsystems.

Middle management and End User culture: The success of the enhancement of the IT environment and thecomputerization of the DFMR processes in general will depend on the ability of the Department to embracechanges. Resistance to change can be a key issue that can have a significant negative impact on the successfulimplementation of the IT Strategy. Middle management must act as change agents, with the willingness tocooperate and promote a change in the mindset of their people and themselves.

Lack of Resources: Implementing a new IT Strategy entails the execution of a number of projects and tasks. It iscritical that the required resources to execute these projects and tasks are available. Based on the currentenvironment, structure and workload it is evident that DFMR is strained of resources especially when it comes tomatters of data and IT systems. Limited resources and no business application ownership has led to slowprogress in the evolution of technology. The Department will require additional resources or external support tomaintain the existing system and support all while participating in the development, test and deployment of a newsystem.

Project Management: Project management disciplines and core competencies associated with the delivery oflarge technology projects are not mature within the department making it difficult to derive, communicate andimplement objectives in an efficient manner based on a risk vs performance approach. This can inevitably lead todelays and scope movement. Even though the Department is supported by DITS employees that, at theDepartment level have adopted the PRINCE2 methodology, the lack of resources and lack of governance modeldoes not allow for an efficient implementation of such a methodology. Hence DFMR will need to either obtainthese skills internally or acquire services.

1 - Introduction


30

1.6 Issues and Limitations (Cont.)

Process & DataProcesses formalize the way people execute tasks and are the vehicle for implementing policies, while data formsthe base on which all operational tasks and management decisions processes rely upon. The potential issues andlimitations identified are the following:

Communication and coordination between individuals within DFMR: A key bottleneck of achieving progress is theinefficient communication and coordination between individuals within the DFMR, due to manual end to endprocess implementation. This is mostly important during the efforts to promote change or receive consensus forthe implementation of either new systems or new processes.

Execution of tasks manually: Even though existing applications and other peripheral software / tools have assistedin automating many tasks executed by DFMR employees, still many of those tasks are executed manually andinformation captured outside of existing systems. The need to define end-to-end processes is evident to reduceduplicate data entry and number of steps to complete a process.

Data submission requirements: Based on existing processes, citizens and other entities submitting applicationsand requesting services from DFMR are required to submit information or documents in paper format andsometimes already in the possession of other Government departments or potentially DFMR. This is against thebest practice principle of “Submission of data only once” that is also prescribed by the European Union (EU).

Business process efficiency: Existing processes within DFMR have evolved based on the need to serve thecitizens based on the requirements of existing legislation. The process analysis exercise currently under way hasidentified a number of potential changes related to the enhancement of end to end automated processes.Current workflows require to be streamlined and to shorten the life cycle of the transactions.

Data quality and completeness: The quality and completeness of data within the existing databases is not alwayssafeguarded. Since complete and accurate data is the basis of all operational and management decision activitiesthis presents a significant issue both on a daily basis with regards to daily operations but also when the needarises to fulfill special requirements such newly established regulations and also with regards to interoperability.

Data utilization within DFMR: In addition to the different databases, non automated data sources exist withinDFMR. Furthermore, the lack of common data model with data entity relationship definitions that facilitate anintegrated point of view of main datasets used by DFMR (e.g. Vessels, Permits, Inspections) and the lack ofanalytical reporting results in an unrealized business value.

Data availability outside DFMR: Currently fisheries and aquaculture data available outside the existing system andto external agencies and customers, as raw data or in the form of products is very limited (with regards to Opendata). Even though data is extracted and provided to entities either through the DFMR website, or on a scheduledor on a per request basis through existing procedures, data is not shared in the way prescribed to meet therequirements and directives defined within programs such as the EU regulations and within the CommonFisheries Policy rules.

Incident and Inspection management: Although a business process exists for incident and problem managementthere is a lack of a tool to support a formal process with the relevant escalation steps. The issue is more evidentwhen it comes to issues and problems during traditionally executed inspection.

Service Management: No defined service management process or standards exist. Hence, an IT servicecatalogue has not been developed to define service level agreements and other critical information.

Segregated silos of services offered by the DFMR sections-subsections reflected in the design and utilization ofthe existing systems and the architecture. Each system has been implemented individually and at most run instandalone mode without ad-hoc interaction

1 - Introduction


31


TechnologyTechnology supports the implementation of policies and procedures, the sharing and dissemination of informationand the delivery of services. The following key issues and limitations have been identified:

Development, customization and support: While it is accepted that the current systems have helped DFMR meetmost of the original business requirements, currently there are several technological barriers to further developand or integrate the systems and to fulfill additional business requirements. Systems and functionality have beendeveloped by different IT vendors mostly based on custom design for DFMR. Some run on outdated technologyand related updates are not provided by the vendors for all systems. Significant effort is required to maintain orenhance existing functionality. No mobile/tablet services capability currently functioning properly. There arevarious systems of different origin, technologies and capabilities. The main systems like FMS/SDAP and NADremain unsupported for technology component updates. Any additional functionality that is provided by othersystems, such as FVR and FCD, that have been developed from the same vendor, are separated modular systemsdeveloped with different technologies, different databases and not integrated effectively. The database used forthe two main systems is Microsoft SQL 2005 which has stopped being supported by Microsoft compared to VMSwhich runs on Microsoft SQL 2012. The ERS system runs on a completely separated database technology(Oracle11g) but with the capability, through restful services to integrate with other systems (VMS).

Provision of eServices: Only a limited number of the current systems (VMS and partly ERS) are compatible withthe latest technologies and protocols required to deliver eServices to the citizens and interested entities. This alsois a limitation with regards to the integration of other central Government systems or systems of otherdepartments (e.g. via web services) and also services to support field work. As such significant changes to thecurrent architecture are required to facilitate the delivery of eServices over a Common Data Model.

Enterprise Architecture: Although some development and architecture standards exist at the government level,there is a lack of a formally defined enterprise architecture for the Department that will define categories ofapplications, standards to be used for development, interfacing, infrastructure components etc. A dataarchitecture / model to define the various information entities that is also aligned to an enterprise architecture isnot in place. This results in the inability to adapt to the constantly changing EU regulations. The Data ValidationSystem, currently required from EU and should have been in place from 2013, cannot be implemented easily dueto the sparsely data model and systems currently in place. Such an architecture provides a foundation tocategorize information within systems that are critical for defining data ownership. This information can also beleveraged to identify the overlap of data, integration opportunities as well as provide the fundamental buildingblocks for creating a data warehouse and decision support system.

Data Maintenance and Management: There is extremely high value in the data in the system. FMS/SDAP islargely a data collection system and the value in the data far outweighs the software and infrastructure needed tomaintain it. Hence, there are data maintenance needs that are difficult to meet with the current system. The tools,techniques and processes to maintain and analyze the data and data quality should be different than those used toenter the data.

Lack of Historic Data: The ability to track history for all information in DFMR is not currently possible. Users, thathave access only to the system based on their assigned duties, are not able to see historic data like for examplehistory of change of owners for a vessel, catch reporting statistics of previous years, inspections made andviolations occurred. This results to a difficulty in applying Risk analysis and risk assessment methods that usehistoric data in order for actions taken by DFMR under its obligations as the competent authority under EU Law,to be targeted and its overall activities more efficient..

Disaster recovery / business continuity: The required disaster recovery and business continuity arrangements havenot been defined yet. This includes both the technology solution for disaster recovery and the formalization of thenecessary procedures and plan. This renders the effort to recover from a system failure / downtime (e.g. fromexternal events such as power failures, disk space run outs or hardware failures that cause the system toterminate abruptly), very complicated or bears the risk of loss of data following such event.

1 - Introduction


32


Technology (Cont.)

Infrastructure: A main data center exists at DFMR with no disaster site implemented. A range of supportinghardware and operating systems are used both for servers and the systems have no standard operating system /image utilized. Hence common policies are not enforced. There exists a central router, a firewall and switch thatare not supported by redundant devices. In addition a range of application software is utilized by end users withouta common approach and an approved software use policy.

End-to-end process automation: No integrated workflow, document and content management capabilitiesexist leading to manual intervention required by the end user and shadow IT tools.

Interaction with external entities: External entity system interaction is not incorporated by design as acomponent of the architecture and in most cases the systems do not accommodate the electronic handling of theinformation is required to be exchanged. For exchanging information with EC other MS and other external entitiesFLUX-TL is used.

ConclusionIt is evident from the above that in the recent years, efforts have been made to enhance the overall IT environment,the processes supported and the enabling technology. This included the continuous efforts to develop varioussystems with different vendors that met most of the original but not the new business requirements to establish astable environment. These efforts have been mostly driven by either a specific need that arose at the time or due tothe initiative of the DITS and DFMR team members. However, it also evident that DFMR is at the crossroads ofimportant decisions. IT is not able to escape from today's situation due to outdated technology, missing resourcesand insufficient prioritization and due to all the issues listed in the previous pages and summarized in the diagrambelow.

1 - Introduction

People & Processes

Infrastructure

Network

Application

Data

Risk of business continuity

Lack of IT Governance modelLack of end to end processes

Lack of resources and reliance on individuals

Lack of standardization

Outdated technology and technical limitations

Lack of data architecture and data management process. Issues with data quality and history.

Lack of Single Sign on

Figure 3: Technology Key Points


2 – The Future State


34

2.1 The Vision, The Strategy, the Execution

The DFMR MissionDFMR's mission is the sustainable management and development of fisheries and aquaculture and the protectionand preservation of the marine environment through an integrated scientific approach. Since fishing is an activity thatexploits common natural resources, it needs to be regulated to safeguard fair access, sustainability and profitabilityfor all stakeholders. A good fisheries control management relies on awareness, compliance and enforcement as wellas proper system infrastructure that could accommodate and be capable to adapt to the rapidly changed regulatoryenvironment. Additionally, sufficient and reliable data must be collected, managed and exchanged through thefisheries and aquaculture value chain. Since DFMR is heavily dependent on both information and technology toexecute operational processes, collect, analyze and share data, the way the technology components automatingthese activities are governed and managed can have a significant impact on it's ability to fulfill it's mission and visionto achieve it's business objectives.

For a Mission to be fulfilled, a strategy must be formulated based on a specific vision and associated principles. In thesame way the DFMR future state system design and the associated IT Strategy is supported by a Vision statement, aStrategy for the implementation and the Execution approach for the realization of the Strategy.

Vision StatementEvolve IT capabilities and services to enable the digital transformation of DFMR for efficient, compliant and datadriven streamlined business processes throughout the Department’s value chain, based on a unified data model anddelivered efficiently to citizens, service providers and external organizations via online eServices.

Strategy for ImplementationBased on the current state assessment, the areas of improvement identified and the input obtained fromstakeholders the desired future state for the Department requires enhanced internal operations delivered by efficientinternal processes and supported by flexible IT systems. This includes an Enhanced Collaboration, Online ChannelService Delivery, Data Driven Organization with Unified Data Model and Streamlined Business Process andWorkflows to provide value.

A set of supporting Vision enablers, to achieve the above, that will act as the objectives and basis of the definedfuture IT state for DFMR have been documented on the following pages.

Execution ApproachDesign and implement a system to holistically address existing capability gaps and deliver transformational change tothe DFMR processes and services. Promote automation and re-engineered business processes, integration ofprocesses internally within the sectors of the Department as well as with other governmental and non-governmental organizations and authorities based on an open, flexible and interoperable architecture.

Execute the implementation of the new system by defining the required actions and phases to be executed basedon the establishment of management support, enhancing ability and willingness of DFMR employees to adapt tochanges, engaging other governmental departments and organizations, defining a flexible and salable architecture,ensuring information quality and availability, ensuring information security and privacy, adopting organizational and re-engineered processes and applying any local or EU legislation adaptations.

The key objectives and enablers for implementing the Vision and Strategy are listed on the following page.



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2.2 Vision Principles & Strategic ObjectivesAs with every Vision and Strategy, success is dependent on defining specific Principles to base planning on,achieving key Objectives and satisfying key success criteria. The below provides an analysis of the key Principles andat the same time the enablers of success supporting the DFMR IT Vision for the implementation on the new DFMRSystem.

Integrated and common data model defining a Single Source of Truth witheasy/fast creation of data views

Availability of standard reports and real-time information for users and externalorganizations

Information dissemination to external users (e.g. fishermen, first buyers),employees of DFMR, external entities (EU, EFCA) and other Member States

System enabled end-to-end management of internal workflows for enhancedcollaboration across sectors within DFMR.

Task management and delegation for transparency among executed operations

New system/application features designed to increase responsiveness andensure proper execution of tasks

Significant online presence and provision of services via online channels

Citizens can use online channels for assistance, information and clarity, buyers tomaintain all sales operation activities and fishermen to maintain their trips andtheir catches.

Ability to view real time aquaculture and other data obtained through DataCollection activities with ability to extract data for research purposes.

Maximum automation realizing a high degree of automated end to end activitiesthrough the process chain

Real-time insights such as vessel locations, status and issues

Online self-service possibilities for easy and administrative tasks

Automated interfaces for all data exchanges based on flexible technologies


Data Driven

EnhancedCollaboration

Online Channel Service

Streamlined Processes


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2.2 Vision Principles & Strategic Objectives (Cont.)The below provides an analysis of the challenges faced within DFMR and associating to key Objectives that shall beutilized to define the key IT Strategic Pillars for the DFMR IT Strategy:


DFMR Challenges IT Strategic Objectives

1.Absence of a structured IT Management framework within DFMR to take ownership of IT initiatives and enable innovation through the use of technology

Establish an IT management and control framework based on an IT Governance model within DFMR based on a lean structure

2.Inefficient Service Delivery through proper use of IT Systems for supporting the DFMR Business Model to achieve the department’s objectives (e.g. online services for fishermen)

Enhance IT service delivery by developing an integrated IT system and services to support a flexible and scalable business model for both internal DFMR processes but also online services for fishermen, buyers, etc.

3.

Existing IT Architecture does not provide scalability and interoperability due to mostly old technologies used (i.e. to support end to end DFRM process automation and EU validation requirements)

Design and deploy a flexible, interoperable and scalable ITarchitecture, that incorporates a single data source to facilitate EU reporting, online services (e.g. fishermen services) and integration capabilities

4.No documented processes exist to establish the foundation for redesigning and enabling DFMR to accommodate and establish business process automation

Define and standardize the business processes whileenhancing speed and efficiency via automation

5.

Centralized integration with authorities and other external entities remains a challenge due to older technologies utilized by existing systems, which limit compatibility with external systems (e.g. EU entities)

Utilize latest technology to enable the efficient integration with external systems / data sources, the authorities and other entities such us EU entities (e.g. FLUX) for reporting and control purposes and other Government entities

6. Data are de-centrally available in various sources , mostly in hard copies or externally to existing DFRM systems

Enhance the availability, quality and transparency of data by integrating the sources into one central repository, including data management & maintenance processes to support initiatives such as VALID

7. Lack of a common platform for enabling collaboration within DFMR to increase efficiency and reduce operating costs

Rationalize systems to enable the integration with a commonplatform, minimizing the need for on-site presence and enabling end to end automation (e.g. for approval processes)

8.Security of data is not ensured and controls cannot be enforced due to weak security and authentication mechanisms available

Enhance security via use of secure protocols and centrally manage user access controls through enforcement of policy and identity management

9

Existing systems cannot provide reporting and analytics for measuring performance on tasks execution or processes and as a result business as usual improvements could not be identified (e.g. Risk Analysis)

Enable the monitoring of performance, compliance with EU regulations, risk analysis and reduction of operating costs via correlated and insightful information

10.No IT Strategy or vision defined to drive adoption of technology to enable enforcement and applicability of business and regulatory needs

Develop an IT Strategy and roadmap that accounts for changing business and regulatory needs

Define


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2.3 ChallengesIn order to offer integrated services and support end to end processes through the new DFMR System, changes willneed to take place within the Department of Fisheries and Marine Research and to its service delivery model. Themain challenge will be to deliver a solution that will be efficient and agile for all users. An additional challenge thatcomprises every new system implementation is the management of change within the Department, both at processbut also at a behavioral level. Finally, potential amendments of legislation is an additional challenge the DFMR will becalled to manage. These challenges are further analyzed below.

Solution for Service DeliveryDigitizing, integrating and publishing online services bears the inherent challenges and risks of designing, selectingand deploying the right architecture, technology solution and processes to facilitate service quality and informationsecurity. Information security shall be addressed at the level of confidentiality, integrity and availability of information.The solution architecture should comprise security mechanisms to control access - at the physical and logical levels -malicious attacks, segregation of duties and provision of information on a need to know basis while at the same timeensuring high quality of data and service delivery.

With regards to service quality, provision of information and enabling transactions are regarded as completion offirst/second levels of e-Governance implementation (as suggested by Gartner e-Governance maturity model).Successful deployment though requires increased user acceptance over a period of time based on the elements ofuser friendliness, simplicity, efficiency, completeness and performance. The third level is integrated government thatinvolves interactions which bring multiple processes together in a meaningful way. The fourth level in the maturitymodel is transformed government. It comprises processes operating in ways that change the nature of howgovernment works. The services offered are built from the customer centric viewpoint to service individualrequirements and needs.

The new system shall achieve, the first, second and third layers of the e-Governance maturity model with regard tothe environment of DFMR, with the aim to evolve in the future to the fourth level with the integration of servicesfrom other departments and the evolution of services built from the citizen’s point of view.

Change ManagementChanges in processes, systems and technology may require that roles and responsibilities be structured andperformed differently. In the case of the New DFMR System, the change affected on most business processes andway of executing work can be significant. Elements resulting from the change include the following:

New way of thinking and working based on technology;

Procedural adaptations;

Transitional period workload and “teething problems”;

Difficulties in engaging other governmental departments and entities;

Roles and responsibilities adaptations; and

Ability and willingness of DFMR employees to adapt to changes.

Successful change management is required to proactively mitigate organizational risk in the pursuit of benefitsrealization. The change management effort shall be integral to the project management process and should addressat a minimum the following:

Engage management and establish management support in a formal manner early on;

Proactively understand the magnitude of the change and develop a specific change management plan;

Engage key employees involved in the re-engineered and automated business processes in the User Acceptance

testing phase of the implementation project; and

Develop and implement a rigorous training plan for all DFMR users of the new system.



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2.3 Challenges (Cont.)

Legislative ChangesStemming mostly from the need to increase efficiency and productivity and as a result of any re-engineeringdecisions, legislative changes may be potentially required. Such changes may affect the “way of doing business” asthis has been accepted up to now by DFMR employees and other stakeholders (e.g. sending an online alert insteadof a letter). DFMR will be called to manage the process of designing and pushing the changes through the properchannels and procedures. If this is the case, a prioritized approach should be taken regarding the approach to submitand push legislative change propositions and flexibility of DFMR to easily adapt those changes across their ITinfrastructure and operations.

Data GovernanceThere is a need to ensure that data utilized is accurate up to date and complete. Disparate data sources and physicalhistoric information (i.e. fishing licenses) should be harmonized and centralized as much as possible as part of theoverall DFMR IT Strategy. Also a data quality process must be established to ensure all data migrated to the newsystem is valid and accurate. To achieve this DFMR may be required to develop new or enhance existing methods byadopting new technologies for data collection in order to be able to ensure the quality of data and establish a datagovernance framework where data is managed centrally based on defined procedures.

The timely updating and also the accuracy of information is a precondition for its use in many public sector activitiesand as a result by the new system functionality. Continual recording of data changes as they are currently processedand registered coupled with additional observation methods shall contribute new data sources. It is also required thatany relevant external stakeholders are committed to make their own data available to DFMR and for activities acrossthe public sector. This also means that data concerning fishery operations must be made available for use acrossorganizational boundaries, and that data should be collected only once, maintained where this can be done mosteffectively and made easily retrievable and applicable. The following are the highlights of the key essentials actionsrequired to address the challenges faced:


01The solution architecture shall be based on an open, scalable and flexible architecture that comprisessecurity mechanisms to control access, segregation of duties and provision of information on a need toknow basis while at the same time ensuring high quality of data and service delivery.

02

03

DESIGN A SOLUTION ARCHITECTURE TO PROVIDE FOR SERVICE QUALITY AND SECURITY

DEVELOP A CHANGE MANAGEMENT APPROACH TO PROACTIVELY MANAGE CHANGE RISKS

INITIATE A PROCESS TO PROMOTE LEGISLATIVE AND REGULATORY CHANGES

Successful change management is required to proactively mitigate organizational risk in the pursuit ofbenefits realization. The change management effort shall be integral to the project management process..

DFMR may be called to manage the process of designing and pushing the changes through the properchannels and procedures. A prioritized approach should be taken regarding the approach to submit andpush legislative change propositions..

04 ESTABLISH A DATA MANAGEMENT PROCESS

Disparate data sources shall be harmonized and centralized. Data must be made available for use withinand across organizational boundaries, and should be collected only once, maintained where this can bedone most effectively and made easily retrievable and applicable.


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2.4 BenefitsThe rewards to be gained from public digitization efforts can be realized when administrative processes and ITarchitectures are coordinated between functions, sectors and public authorities. The new system will be animportant building block in the e-Government strategy of Cyprus. Its role is to bring together the various sources offishery, aquaculture and marine research data and deliver efficient, effective and comprehensive services to ensurethat fishing and aquaculture activities are environmentally sustainable. The key benefits from the successfuldeployment of the new system are further analyzed below.

Regulatory and Other ComplianceThe new system shall support the gathering, processing and storage of data in line with the CFP rules thus achievingregulatory compliance with the EU Control Regulations and all EU legislation or recommendations deriving fromthem. Further, and as part of an overall DFMR IT Strategy, the fundamental principles that data should only becollected once and maintained where this can be done most effectively and that it should be provided in astandardized way, shall also be targeted for adoption. This shall lead to standardization, seamless provision ofinformation with less errors and communication faults and hence higher efficiency.

Efficiency and ProductivityDigitization through reengineering results is the optimum combination of actions to achieve the breakdown ofbureaucratic procedures. This of course leads to simplification of procedures, better efficiency and potentially tohigher productivity. The new system can act as the cornerstone and platform for the implementation of anyreengineering recommendations thus benefiting from the implementations of end-to-end process approach, avoidingrepetition or excessive steps, minimization of extensive information exchange, etc.

eGoverment and Integrated GovernmentIn the national e-Government strategy, common components are an important element in the development of digitalself-service solutions that are well-run and fully integrated. These help the general public to experience a familiarityand cohesion across the digital solutions provided by the departments. The acquisition of common components alsohelps departments to reduce their expenses. The new system shall provide data and services for which DFMR hasresponsibility with integration into the shared foundation for e-Government online services, the GovernmentGateway. Services shall be securely accessible on a 24-hour basis. In addition the system shall be integrated withother department and organization systems via the use of web services technologies.

Alignment of Business to IT StrategyThe new system shall pave the path for the implementation of a significant part of a defined DFMR IT Strategy, whileat the same time aligning the IT Strategy with the business needs of the department. As such and in the absence ofa formal business strategy, the new system implementation shall drive also the evolution of the DFMR businessstrategy.

System and Data Level BenefitsAt the system and data levels, the benefits of the new system comprises the integrated unique database ofinformation, Integrated graphical data, centralized applications for sectors, unique and centralized data maintenance,more transparent and simplified way of data administration and human resources organization and availability ofanalysis information.



3 – IT Strategy Definition


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3.1 OverviewAs defined in the previous pages the DFMR IT Strategy vision is to transform the DFMR IT environment to supporta modern integrated system for the future based on an architecture that facilitates the delivery of services to internaland external stakeholders including fishing organizations, fishermen citizens and interested entities.

To achieve the above, the DFMR IT Strategy must be based on a structured approach of Technology BusinessEnablement. This stems from the IT Strategic objectives defined in the previous section, that are used to define thekey Strategic Pillars that form the foundation of the IT Strategy and the respective Strategic Dimensions and StrategicActions for each Pillar. For each Dimension, short term and long term actions are defined.

The example relationship between the Strategic Pillars, Strategic Dimensions, Strategic Actions and StrategicObjectives are depicted in the diagram below (see Figure 4):

The above approach allows for the definition of a structured and clear outlook towards which actions must beperformed, which objectives and pillars they fulfill and what their priority is. This provides for better planning whichcan be met by efficient investment and supported by collaborative effort. Presently there is a risk that investmentmay be applied by government departments in a piecemeal fashion in response to short-term problems, rather thanbeing solved by initiatives made within a coherent framework. Similarly, opportunities may be missed to workcollectively and coherently across those government departments that act within the fisheries realm.

Without a strategy to share with those departments and other entities, initiatives of interest and benefit for DFMR,are likely to be driven by short term imperatives and constrained by the resources available from time to time. Due tothis, it is vital to note that the DFMR IT Strategy document must remain a live document and be reviewed andupdated on a periodic basis.


Strategic Dimension 1a

Strategic Action 1

Strategic Action 2

Strategic Dimension 1b

Strategic Action 3

Strategic Dimension 1c

Strategic Action 4

Strategic Action 5


Strategic Action 6


Strategic Action 7

Strategic Action 8

Strategic Action 9


Strategic Action 10


Strategic Action 11

Strategic Action 12

1. Strategic Objective 1








9 Strategic Objective 9


Strategic Pillar 1

Strategic Pillar 2

Strategic Pillar 3

Figure 4: Relationship between the Strategic Pillars, Strategic Dimensions, Strategic Actions and Strategic Objectives


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3.2 Strategic PillarsStemming from the Vision, supporting Principles and Objectives defined in the previous section the key IT StrategicPillars that form the foundation of the IT Strategy are listed below

Each Pillar is further broken down to Strategic Dimensions that define the focus areas for which specific StrategicActions are documented. This results into the IT Strategy Roadmap to be implemented by DFMR.

The implementation of the DFMR IT Strategy will require the initiation and execution of a number of projects, someof which may take place in parallel. Thus, a Program Management Office will be required to be established withinDFMR that will monitor the portfolio of projects. In addition DFMR resources must be trained in Project Managementskills, to be empowered to handle the management of the significant projects to come.

The breakdown of Strategic Pillars to Strategic Dimensions and Strategic Actions is depicted on the following page.


Good (e)Governance

Enhanced IT Service Delivery and Innovation

Enhanced User Empowerment and

Community Engagement

Enhanced Data Quality, Integrity and Availability

Enhanced Control and Mitigate Risk

Compliance

Operational Efficiency and Optimization

1. Establish an IT management and control frameworkbased on an IT Governance model

2.Enhance IT service delivery by developing an integrated IT system and services to support a flexible and scalable business model

3. Design and deploy a flexible, interoperable and scalable ITarchitecture

4. Define and standardize the business processes whileenhancing speed and efficiency via automation

5.Utilize latest technology to enable the efficient integration with external systems / data sources, the authorities and other entities

6.Enhance the availability, quality and transparency of data by integrating the sources into one central repository, including data management & maintenance processes

7.Rationalize systems to enable the integration with a common platform, minimizing the need for on-site presence

8.Enhance security via use of secure protocols and centrally manage user access controls through enforcement of policy and identity management

9Enable the monitoring of performance and reduction of operating costs via correlated and insightful information

10Develop an IT Strategy and roadmap that accounts for changing business and regulatory needs

Strategic Pillars

Figure 5: The key IT Strategic Pillars that form the foundation of the IT Strategy

IT Strategic Objectives. Refer to section 2.2 for details


3.3 Strategic Dimensions and Actions


Strategic Pillars Strategic Dimensions Strategic Actions

Good (e)Governance

IT Governance

1. Development and Implementation of an IT Governance Model

2. Development and Implementation of Policies and Procedures and Standards

3. Organization, Human Capital and Knowledge Management

4. Review and Update of IT Strategy Process

Program & Project

Management

5. Establishment of a Project Management Office

6. Project Management Training

Enhanced IT Service Delivery and Innovation

IT Service Delivery

7. Development of a Flexible, Interoperable and Scalable Architecture

8. Deployment of the new DFMR System

9. Enhancement of Infrastructure and Data Center Capabilities

Enhanced User Empowerment

and Community Engagement

Engage Internal and External

Entities

10. Development and Implementation of a Communication Plan

11. Development and Implementation of a Change Management Strategy

eGovernment Services 12. Integration with ARIADNI and provision of eServices

Enhance Data Quality, Integrity and Availability

Data Management 13. Development and Implementation of a Data Management Process

Data Cleansing and Enrichment 14. Development and Implementation of a Data Integrity & Completeness Initiative


Information Security

15. Development and Implementation of an Information Security Management

System

Continuity16. Development and Implementation of a Business Continuity Plan (including Disaster

Recovery)

Compliance VALID 17. Implementation of the VALID requirements


Operational Efficiency

18. Implementation of the Re-engineering Recommendations

19. Implementation of a Workflow Management System for End to End Processes

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3.4 Strategic Actions


Development and Implementation of an IT Governance Model

Description

This action is required to establish a mechanism to initiate, prioritize and monitor IT projects. Initiationshould promote innovation at various levels within DFMR, prioritization should promote the businessobjectives, and monitoring should oversee the project and provide the necessary support and guidance.The end result should be alignment of IT investments with the organizations vision and strategy in astructured and transparent manner. In addition the model should be in line with the overall Governmentapproach to IT Governance including the definition of a process to collectively assess IT needs.

Key Benefits

■ Alignment of IT with the business.

■ Clarity and prioritization for IT projects.

■ Elimination of silo approaches and activities not clearly allocated.

■ Enables communication and decision making between key stakeholders.

■ Provide a model for the organization to follow that everyone will know.

■ Auditable standards; easier to know what should be done – or prove it is being done.

Effort Type■ Time to establish the governance process and protocols.

■ Time and commitment from key business stakeholders and management.

Key Work Steps

■ Identify members across the organization that should be involved in the IT decision making process and define their responsibilities.

■ Establish an Information Technology Steering Committee (ITSC) composed of the above identified members (business champions and IT representation).

■ Setup a process around this decision making committee – this may involve scheduling routine meetings, process timelines, reporting procedures, problem resolution procedures and escalation procedures.

■ Communicate to all stakeholders the purpose and goal of the governance process and begin discussion of alignment to business strategy and vision.

■ Establish business ownership of the business applications.

■ Continue to implement the budgeting process that accounts for branches / sections developing their budget for IT needs.

■ Communicate the priorities for IT based on the IT strategy to all stakeholders.

■ Develop a set of formal IT Policies and Procedures (refer also to specific Action for IT Policies and Procedures) or adopt the DITS policies.

■ Develop and establish a Change Management process. Place emphasis on this process as it establishes key elements of the governance process.

■ Implement “IT Projects Funding” process that will identify and analyze funding needs and match those to Strategy actions, on a continuous basis.

Key Stakeholders

■ Top level management.

■ IT management.

■ Branch / Section leaders

■ Other key stakeholders.

Dependencies

■ Establish business ownership for IT processes and applications / systems.

■ Business owner buy-in.

■ Managing cultural change.

■ Organization’s capability to estimate and assess projects.

01


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3.4 Strategic Actions (Cont.)


Development and Implementation of an IT Governance Model

Additional Information

■ All IT projects should be reviewed by the IT Steering Committee (ITSC) for approval. This review should assess the effectiveness of the proposed solution, its fit within the DFMR IT infrastructure and the opportunity to leverage the technology by stakeholders.

■ The sectors / sections have responsibility for identifying and sponsoring technology projects.

■ The ITSC will have responsibility for prioritizing IT projects identified during the planning process or on an ad hoc basis. The sector / section identifying the need has the responsibility of developing and presenting the project justification to the ITSC.

■ Within the sectors / sections application owners should be identified who would be responsible for coordinating the evolution and management of their assigned application. The application owner would understand the business requirements and be capable of communicating issues and needs to IT and the ITSC.

■ A responsibility for the head of the Fisheries Information System (FIS) should be defined. This role should involve:

■ Chairing the ITSC that is integral to the IT strategic planning process.

■ Working with the ITSC, establish consultative committees or working groups as necessary to develop the IT strategic plan or to implement the approve strategic actions.

■ Working in close cooperation with the with the branches/sections to establish and maintain the required technology infrastructure.

■ Communicate the mission, strategy and policies and processes to all stakeholders.

■ Build consensus through the organization for the goals of IT.

■ Think strategically, with the ability to conceptualize the conflicts affecting IT service delivery.

■ At a minimum responsible individual with technical capabilities to support users and manage the systems on a day to day basis should be assigned. Other roles that shall be required include Digital Services Developer and Data Analytics Developer. If these are not possible to assign then operational management services from qualified service providers should be procured.

01


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Development and Implementation of Policies, Procedures & Standards

Description

This action is required to establish a set of formal and universally utilized IT polices and procedures withinDFMR. The point of view when developing a formal set of policies and procedures can be one of servicedelivery (e.g. based on ITIL), control (e.g. based on COBIT), information security (e.g. based on ISO27001) orother. The primary objective is to formalize all activities that affect information systems and information assetswithin DFMR and avoid silo effects. For the purposes of DFMR, both control and service delivery are of highimportance. Based on the maturity level of the environment with regards to both, it would be practical toestablish a controlled environment first and then evolve to an optimized service delivery environment. As suchthe COBIT framework can be utilized to develop the formal policies and procedures. COBIT defines ITgovernance as "a structure of relationships and processes to direct and control the enterprise in order toachieve the enterprise's goals by adding value while balancing risk versus return over IT and its processes.Any deviations from policy in the future should be evaluated by a risk assessment and formally approved. Inaddition, a through the Polices and Procedures review process for periodic update, supporting documents(e.g. Glossary) should also be reviewed and updated.

To avoid creating a new framework, the DITS set of policies, procedures and standards can be adopted.However in such a case, the set of documents must be reviewed and the applicable policies, procedures orstandards must be identified and selected for implementation at DFMR.

Key Benefits

■ Leading practices benefits; governance standards (ITIL/COBIT®) have been assessed by hundreds of people and organizations all over the world and can impart leading practices into DFMR.

■ A complete picture of how DFMR manages and executes IT operations and procedures is defined through the formal policies and procedures, leading to control, efficiency and effectiveness.

Effort Type■ Time to develop and document the set of policies and procedures if done internally.

■ Financial cost if developed and documented in association with external professionals.

Key Work Steps

■ Identify a formal standard (e.g. COBIT) and adopt as a framework.

■ Establish a Policies and Procedures development team comprised of individuals from both process and technical backgrounds and / or external professionals.

■ Develop, document, review, optimize and finalize a comprehensive set of policies and procedures.

■ Approve the set of policies and procedures at the level of the ITSC and top management.

■ Define roles and responsibilities for each policy and procedure.

■ Communicate to all stakeholders the purpose and goal of the set of policies and procedures and launch their formal adoption and implementation.

■ Address key areas such as Change Management, Computer Operations, System Development and Acquisition, Access Control etc.

Key Stakeholders


■ IT management.

■ IT subject matter experts.

■ Business process leaders (Branch / Section leaders).

■ End users.

Dependencies

■ Establish business ownership for IT processes and applications / systems.

■ Business owner and end user buy-in.

■ Organization’s capability to adopt to change.

■ Central policy and procedure requirements (e.g. based on DITS requirements).

■ DFMR resource availability.

02


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Development and Implementation of Policies, Procedures & Standards

Additional Information

■ Example Policy and Procedure domains required for any organization (Public or not) to manag and run a service oriented IT environment, include:

■ Strategy Planning

■ Investment Management / Procurement

■ Resource Management

■ Risk & Compliance Management

■ Performance Management

■ Quality Assurance

■ IT Policy Lifecycle Management

■ Vendor Relationship Management

■ IT Architecture Standards and Compliance

■ Applications and Technology Platforms Management

■ Portfolio Management

■ Program / Program Management

■ System Development Lifecycle Management

■ Change Management

■ Configuration Management

■ Release and Deployment Management

■ Service Validation and Testing

■ Knowledge Management

■ Service Portfolio & Catalog Management

■ Service Level Management

■ Technology Capacity & Performance Management

■ Availability Management

■ IT Service Continuity

■ Event, Incident, Problem, and Request Management

■ Asset Management

■ Technology (Computer) Operations

■ Information Security / Protection

The above should be compared to the DITS policies, procedures and standards when deciding which elements of the DITS framework to adopt.

02


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Organization, Human Capital and Knowledge Management

Description

This action is required to address the issue of IT resources and reliance on key individuals and also toemphasize the need for continuous knowledge management. As part of the IT Governance model, an ITorganizational structure that accounts for specific resources with specific responsibilities must beimplemented. This should include responsibilities for End User Support, System Administration,Development, Data Analytics, Project Management, etc. At a minimum responsible individual with technicalcapabilities to support users and manage the systems on a day to day basis should be assigned. Other rolesthat shall be required include Digital Services Developer and Data Analytics Developer. If these are notpossible to assign then operational management services from qualified service providers should beprocured.

In addition, Knowledge Management and Knowledge Sharing must be ensured by identifying individuals thatwill comprise a specialized team of DFMR Subject Matter Experts that shall monitor, evaluate and act uponinternational developments with regard to matters of interest to DFMR and relevant to IT systems.

Key Benefits

■ IT resource allocation to support systems and end users.

■ Ensuring knowledge continuity and avoiding reliance on key individuals.

■ Succession planning.

■ Establishment of a subject matter expert team that will ensure international developments are followed.

Effort Type■ Time to develop the required organizational structure, teams and roles (including backup roles).

■ Financial cost for training and enhancing required skills.

■ Financial cost to facilitate involvement in international teams and projects.

Key Work Steps

■ Identify the resources to be assigned, either within the Government environment or consider when appropriate to hire.

■ If not possible to assign the resources then then procure operational management services from qualified service providers.

■ Communicate new responsibilities to all key stakeholders.

■ Implement new responsibilities in correlation with the comprehensive set of formal IT Policies and Procedures.

Key Stakeholders


■ IT management.


■ IT staff.


■ Public Administration & Personnel Department.

Dependencies

■ Availability of IT resources.

■ Comprehensive set of formal IT Policies and Procedures.


■ Central policy and procedure requirements (e.g. based on DITS requirements).


03


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Review and Update of IT Strategy Process

DescriptionThis action is required to establish a formal process for the periodic review, enhancement andupdating of the IT Strategy itself. The Strategy should be reviewed and updated when there is asignificant change in the environment and at specific milestones of the implementation plan. Thereview should measure levels of success. The IT Strategy Sponsor shall facilitate the review process.

Key Benefits

■ Delays that may occur due to lack of focus, lack of resources, technical issues or other reasons may result in the delay of the IT Strategy thus rendering the Strategic Actions outdated. Periodic reviews can allow for the Strategy to be updated / modified on time.

■ Measuring levels of success provides an insight to the effectiveness of the implementation of Strategic Actions.

Effort Type■ Time to review and update the Strategy.

■ Time to measure levels of success.

Key Work Steps

■ Establish IT Strategy review points at specific milestones of implementation plan.

■ Assign responsibilities for the review of the Strategy and responsibilities for the review of the levels of success achieved.

■ Perform periodic reviews.

■ Act on the results of the reviews.

Key Stakeholders

■ IT management.




Dependencies

■ Formal approval and support for the implementation of the IT strategy

■ Business owner and end user buy-in.



04


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Establishment of a Project Management Office (PMO)

Description

This action is required to establish a formal process for the oversight of the purpose and status of allprojects that result as part of the implementation of the Strategic Actions defined by the IT Strategy.This oversight is required to support project-level activity to ensure the overall goals are likely to bemet, possibly by providing a decision-making capacity that cannot be achieved at project level. Also byproviding individual Project Managers with an overall perspective when required, or as a soundingboard for ideas and approaches to solving project issues that have program impact.

Depending on the skills of the members of the IT Strategy Steering Committee, the ProjectManagement Office can be defined to be a responsibility of the IT Strategy Steering Committee.

Key Benefits■ Structured approach for the oversight and support of parallel projects defined by the IT Strategy

minimizes risk of failure.

Effort Type■ Time for the formulation and implementation of the PMO.

■ Financial cost for training and / or procurement of professional expertise.

Key Work Steps

■ Acquire PMO skills and expertise or train individuals.

■ Establish PMO and if possible integrate with the ITSC.

■ Implement PMO activities.

Key Stakeholders

■ IT management.




Dependencies■ Formal approval and support for the implementation of the IT strategy

■ Required skills and expertise.


05


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Project Management Training

Description

This action is required to establish the skills for a group of expert individuals that shall undertake theproject management responsibilities for the various projects that result as part of the implementationof the Strategic Actions defined by the IT Strategy. They manage projects on a day-to-day basis andinteract with the Program Management Office, the IT Steering Committee and the stakeholdersinvolved with the specific projects under management. Formal training and potentially certification ofindividuals should be sought by DFMR.

Key Benefits■ Structured approach for the management and delivery of each project defined by the IT Strategy

minimizes risk of failure.

Effort Type■ Financial cost for training and / or procurement of professional expertise.

■ Time for the participation in the training and potentially certification process.

Key Work Steps

■ Identify project management training courses and certification process.

■ Identify individuals within DFMR that have the baseline skills to become successful project managers.

■ Attend courses and certification exams.

Key Stakeholders

■ IT management.


Dependencies■ Required baseline skills and expertise.


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Development of a Flexible, Interoperable and Scalable Architecture

Description

The action is required to establish the overall approach to developing the future state IT Architecturebased on fulfilling the DFMR strategic business objectives and on moving away from traditional modelto the services oriented and digital services architecture. The drivers behind change, the extend ofchange, the approach to change and the overview of the conceptual architecture are analyzed in thisdocument.

Key Benefits■ Implementation of a services oriented organization / architecture that will facilitate the achievement

of the DFMR strategic objectives.

Effort Type■ Financial cost for procuring and implementing the architecture.

■ Time for the preparation implementation approach and participation in the implementation.

Key Work Steps

■ Define strategic objectives and drivers.

■ Develop method to defining the extent and approach to change.

■ Develop conceptual architecture based on best practices.

Key Stakeholders

■ IT management.

■ IT subject matter experts (internal and external).

■ Service providers.



Dependencies■ Current architecture limitations and shortcomings.

■ Immediate, short term and long term DFMR needs.

■ Development of requirements and RFP process.

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Deployment of a new DFMR System

Description

The action is required to establish the overall approach to implementing a DFMR Integrated systemas defined by the technical specification documents. The DFMR Integrated system will be a modularsystem that will provide through a service oriented architecture, easy and efficient access toinformation regarding DFMR and the services offered, enhanced control capabilities for fisheries,monitoring and maintenance of fisheries operations from the fishing net to the plate of the consumer.

More specific information regarding the new DFMR System can be found in the sections that follow.

The roadmap for implementation of the new DFMR System shall be in line with the set deadlines androadmap defined by the EU and the associated obligations.

Key Benefits

■ Regulatory compliance.

■ Increased efficiency and productivity.

■ eGovernment and integrated Government capabilities.

■ Connecting demand and supply.

Effort Type■ Financial cost for procuring and implementing the DFMR Portal architecture and functionality.

Key Work Steps

■ Define DFMR Portal requirements as per the ongoing activities.

■ Issue the relevant RFP.

■ Perform internal preparation tasks.

■ Select and implement solution.

■ Promote the externally facing services to the public.

Key Stakeholders

■ IT management.



■ Business process leaders.

■ Other key stakeholders (e.g. DITS);

Dependencies

■ Current architecture limitations and shortcomings.



■ External stakeholders cooperation.


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Enhancement of Infrastructure and Data Center Capabilities

Description

The action is required to establish the overall approach to enhancing the key components of theexisting infrastructure and the existing data center(s). The requirement is to ensure that access to therooms is protected, controlled and monitored and that environmental controls provide thattemperature; humidity, fire and flooding issues are managed. All systems should be housed incontrolled data centers. DFMR can consider outsourcing data center services to host the newplatform(s) / environment since deploying a new data center that will comply with best practicesrequires a significant investment. The latter should also be discussed with DITS as existing or plannedinitiatives at the government level may allow DFMR to utilize future DITS data center facilities.

DFMR must also adopt a strategy that allows for adequate disaster recovery. The future backup(disaster recovery) data center should be in a position to utilize a connection to the DFMR networkthat allows for service continuity following a disaster. The disaster site can be located at anotherlocation that DFMR has offices or a DITS data center but also could be hosted to a Private provider.Redundancy of key network equipment (e.g. firewall and central router) of the existing network mustalso be addressed. DFMR should consider the use of thin clients also and virtualization.

The backup process and backup system must be enhanced to cover all important systems anddatabases / data repositories based on a approved backup schedule. The backup process should betested on a periodic basis including a restore procedure to restore data from a completed backup.Itshould also be noted that the distributed nature of the DFMR building locations renders theinfrastructure deployment more problematic, costly and with more deviations from best practice.Consolidating and centralizing DFMR offices as much as possible should be considered.

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Key Benefits

■ Enhanced performance infrastructure allowing stability, availability and control.

■ A controlled data center with the required physical and environmental controls ensures the physical protection of information systems and the minimization of system failures due to environmental threats.

Effort Type

■ Financial cost for procuring and implementing the required infrastructure components.

■ Financial cost for the implementation of a data center with the required physical and environmental controls; or

■ Financial cost for the procurement of data center services.

Key Work Steps

■ Identify data center needs and options. Consider building consolidation and centralization.

■ Identify infrastructure project needs and assign responsibilities .

■ Procure data center services (e.g. externally or via DITS) or implement the required enhancements to the DFMR data centers.

■ Procure and implement infrastructure components required.

Key Stakeholders

■ IT management.

■ IT subject matter experts (internal an external).




■ Central policy requirements (e.g. based on DITS requirements).

■ Timing with relations to planned initiatives.


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Development and Implementation of a Communication Plan

Description

The action is required to establish a formal approach to communicating the objectives, benefits andactions of the DFMR IT Strategy and the change that it will effect. The Communication Plan is anintegral element of a Change Management Strategy (analyzed on the following page) and shouldinclude the methods and ways for engaging stakeholders and disseminating information. The Planshould include at a minimum a formal launch of the adoption of the DFMR IT Strategy, an informationpack for stakeholders to promote the key elements of the Strategy, periodic provision of informationregarding the Strategy driven initiatives ongoing or planned and communication of the benefitstargeted and results achieved.

Key Benefits■ An effective Communication Plan assists heavily in raising awareness, managing change and

engaging stakeholders.

Effort Type■ Time for the preparation and implementation of the Communication Plan.

■ Time for the execution of the activities defined by the Plan.

■ Financial cost for the procurement of professional services.

Key Work Steps

■ Define Communication Plan objectives.

■ Assign responsibilities for the development and implementation of the Plan.

■ Implement Plan starting from the formal launch of the adoption of the Strategy.

■ Monitor effectiveness of the Plan.

Key Stakeholders

■ IT management.



Dependencies■ Formal approval and support for the implementation of the IT strategy.



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Development and Implementation of a Change Management Strategy

Description

The action is required to establish the overall approach to managing change within DFMR. Changes inprocesses, systems, and technology require that roles and responsibilities be structured and performeddifferently. In the case of DFMR change effected on business processes and way of executing work may besignificant. Elements resulting from the change include the following:

■ New way of thinking and working based on technology;

■ Roles and responsibilities adaptations;

■ Procedural adaptations;

■ Transitional period workload and “teething problems”;

■ Difficulties in engaging other governmental departments and entities; and

■ Ability and willingness of DFMR employees to adapt to changes.

Key Benefits■ Successful change management is required to proactively mitigate organizational risk in the pursuit of

benefits realization.

Effort Type■ Financial cost for including the Change Management process within the scope of the DFMR RFPs.

■ Time for the implementation and management of the process.

Key Work Steps

The change management effort shall be integral to the project management process and should address at aminimum the following:

■ Engage management and establish management support in a formal manner early on;

■ Engage external stakeholders and establish their commitment in a formal manner and early on;

■ Proactively understand the magnitude of the change and develop a specific change management plan;

■ Develop a communication plan that will provide continuous communication regarding the upcoming changes to all stakeholders;

■ Engage all employees involved in the re-engineered and automated business processes in the User Acceptance testing phase of the implementation project;

■ Develop and implement a training plan for all employees involved in the reengineered and automated business processes;

■ Develop and implement a rigorous training plan for all DFMR users of the new systems;

■ Develop supporting material for external users of the new systems; and

■ Implement a support desk for employees and new system users.

Key Stakeholders

■ IT management.





Dependencies■ Formal approval and support for the implementation of the IT strategy.



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Integration with the Ariadni

Description

The action is required to establish the overall approach to handling a key component of the DFMRArchitecture; the integration with the Government Gateway system (CeGG) is currently underdevelopment and implementation. The CeGG supports various governmental departments by actingas the central point (gateway) for online services to be provided to end users (citizens and otherentities) via a common platform with single-sign-on capabilities.

As per the policy of the Department of Information Technology Services (DITS) all online transactionaleServices to be made available by DFMR shall be built within the CeGG environment / platform butwill also be published for access via the DFMR Portal.

Key Benefits■ Integration with the central hub of the Government architecture for a common approach to

publishing eServices.

■ Utilization of an existing platform.

Effort Type■ Financial cost for achieving integration as part of the DFMR Portal RFP budget.

■ Time for the analysis of the integration requirements and limitations.

Key Work Steps

■ Define functionality to be handled by the CeGG.

■ Define integration requirements.

■ Incorporate in DFMR Portal architecture design and requirements.

■ Implement integration as part of the DFMR eServices Portal implementation.

Key Stakeholders

■ IT management.






■ External stakeholders cooperation.

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Development and Implementation of a Data Management Process

Description

The action is required to establish the overall approach for the development and implementation of aData Management / Governance process aiming at establishing and maintaining data quality,validating incoming data and preparing outbound data. The process shall also be utilized to integratelarger amounts of data as a result of large data gathering and processing projects and for integratingdata of interest to DFMR that is generated by other stakeholders. The process shall be supported byappropriate Data Management tools. In addition data within the DFMR environment should beclassified based on the type and sensitivity of data through its lifecycle (e.g., conception, use, storage,and disposal).

This initiative will support the continued need to improve and update the DFMR data that has beencollected with the current systems and also the integration of new data for enhancing the digital datacatalogues, improving the accuracy of the information and ensuring the quality and structure offisheries data that supports the growing and diverse business needs. The process should account forthe handling of data for different sources (e.g. our own or obtained from other organizations orsubmitted by entities) and types of usage:

■ Data we consider “the truth”.

■ Data for publication.

■ Data related to specific applications/viewers.

■ Biologic, Economic, Aquaculture Data

■ Data for testing purposes.

Key Benefits

■ Enhanced data quality.

■ Integration of data from external stakeholders to be utilized for DFMR business processes.

■ Validation of submitted data.

■ Structured approach to managing data.

Effort Type■ Financial cost for procuring and implementing the required tools.

■ Resources to be assigned to execute tasks.

Key Work Steps

■ Adopt a simplified data model for DFMR based on which the data management / governance activities will take place.

■ Define listing of data management / governance activities.

■ Identify resources to dedicate to the task.

■ Procure the required tools to support the process (through an RFP process).

Key Stakeholders

■ IT management.



■ Other key stakeholders (e.g. DITS, External stakeholders submitting data);



■ Current data quality issues.

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Implementation of a Data Integrity & Completeness Initiative

Description

The action is required to establish the approach for implementing a data cleansing, integrity andcompleteness initiative, preferably in the form of a project(s). The current data maintained by DFMRsuffers from the elements of lack of completeness and integrity. As such, and before the Departmentembarks on the implementation of significant projects (e.g. undergoing the implementation of thenew DFMR System) it is suitable to ensure that the data maintained has reached a level of reliableintegrity and completeness.

To achieve this, DFMR must form a team that will perform the required data management activitiesto identify and correct missing information, erroneous information and outdated information. Theassigned team can evolve to be the Data Management Group detailed on the previous page that willhave significant role within the DFMR environment including master data management activities.Their activities process shall be supported by appropriate Data Management tools. Additional datacaptured through ongoing or planned initiatives shall be incorporated to achieve further enhancementand completeness.

Key Benefits■ Enhanced data quality.

■ Minimization of data errors.

Effort Type■ Financial cost for procuring and implementing the required tools.

■ Resources to be assigned to execute tasks.

Key Work Steps

■ Identify data weakness categories.

■ Assign resources to the initiative / process.

■ Procure the required data management tools.

■ Establish procedures to address every category of deviations / gaps / data issues identified.

■ Perform data integrity and completeness checks.

■ Update to the extend possible the data.

Key Stakeholders

■ IT management.


■ Service providers



Dependencies



■ Current data quality issues.

■ Limitations in the capability to capture the required data (e.g. missing data).

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Implementation of an Information Security Management System

Description

The action is required to establish the approach for developing and implementing an InformationSecurity Management System (ISMS) in line with an accepted and acknowledged internationalstandards (e.g. ISO 27001/2) that will also form the baseline to achieve compliance with otherrequirements such as GDPR.

The implementation of a management system is required to ensure the confidentiality, integrity andavailability of information captured, processed and stored by DFMR. The nature of information withinthe DFMR environment is both confidential but also is sensitive and its integrity defines the correctimplementation of a series of regulations / legislations.

More specifically regarding GDPR, DFMR must ensure that:

• The governance structure is in place for implementation.

• The personnel is properly trained.

• A GDPR diagnostic has been performed to assess the compliance of the DFMR with theprovisions of the regulation.

• A Data Mapping / Inventory analysis has been performed to capture the known personallyidentifiable information and the associated parameters (e.g. identify the personal information beingcollected/used, the source data format, the step in the business processes that the data is beingcollected/used/processed, the data subjects, the purpose of data use, the means by which data iscaptured).

• A Data privacy impact assessment needs have been addressed and assessment has beenperformed as required.

Key Benefits ■ Structured approach to managing the integrity, confidentiality and availability of data.

Effort Type■ Financial cost for procuring professional services.

■ Financial cost for procuring solutions to facilitate the required security mechanisms.

■ Time for the implementation of the required controls.

Key Work Steps

■ Define scope of coverage for the ISMS.

■ Perform an informational asset identification.

■ Perform an information security risk assessment.

■ Select and implement required security controls.

■ Perform the above listed GDPR related steps.

■ Steps to prescribe and procure professional services may also be required.

Key Stakeholders

■ IT management.





Dependencies■ Current privacy culture on handling of data.


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Development of a Business Continuity Plan (incl. Disaster Recovery)

Description

The action is required to establish a formal approach to developing a Business Continuity Plan (BCP)that will incorporate disaster recovery. The BCP should comprise the Department's approach toresuming business processes following a disaster. This should cover, the handling of People,Processes and Technology. The technology element should be covered via a disaster recovery planthat accounts for the recovery of key systems and services at an alternative site. The BCP shouldprovide the approach to resuming business operations based on a documented approach thatcomprises a business impact analysis stating the Recovery Time Objectives for each businessprocess, service and related systems. It should also determine the data backup requirements and therequired Service Level Agreements (SLAs) with service and product (e.g. SW/HW) providers.Furthermore, it should include any assumptions and limitations and it should define the requiredrecovery roles, responsibilities and tasks to be implemented following a disaster.

The Plan should be tested at least on an annual basis and should be reviewed when there exists achange in the environment in scope or at a minimum on an annual basis.

Key Benefits■ Safeguarding of the availability of data following a disaster.

■ Safeguarding the resumption of business operations following a disaster within an acceptable RTO.

Effort Type■ Financial cost for procuring professional services.

■ Financial cost for establishing a disaster recovery site in compliance with best practices.

■ Time for the implementation of the required procedures and solutions.

Key Work Steps

■ Define scope of coverage of the BCP.

■ Execute a business impact and risk analysis.

■ Define RTOs and other objectives.

■ Develop BPC and disaster recovery requirements.

■ Implement BCP including recovery site.

■ Training involved individuals.

■ Test and enhance BCP.

■ Steps to prescribe and procure professional services or recovery equipment / software may also be required.

Key Stakeholders

■ IT management.





Dependencies




■ Development of requirements and RFP process (if deemed necessary).

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Implementation of the VALID requirements

Description

The action is required to establish the approach for providing a EU VALID System compliance. TheVALID Guidelines define that Member States shall set up and develop a validation system for thepurpose of validation of data recorded in accordance with the control Regulations (EC) 1224/2009 and(EE) 404/2011. Through the implementation of the validation system DFMR shall ensure that all datarecorded in accordance with the control regulations are accurate, complete and submitted withindeadlines. In particular:

• Member States shall perform cross-checking, analyses and verifications of the following datathrough automated computerized algorithms and mechanisms:

• Vessel monitoring system data;

• Fishing activities data, in particular the fishing logbook, the landing declaration, the transshipmentdeclaration and prior notification;

• Data from take-over declarations, transport documents and sales notes;

• Data from fishing licenses and fishing authorizations;

• Data from inspection reports;

• Data on engine power;

• Data on sightings;

• Data relating to international fisheries agreements; and,

• Data on entries into and exits from fishing areas where specific rules on access to waters andresources apply, regulatory areas of regional fisheries management organizations and similarorganisations and waters of third countries;

The validation system should allow the immediate identification of inconsistencies, errors and missinginformation in the data submitted. If these data are not electronically transmitted DFMR should ensurethat they are entered manually into the system without delay. The system must clearly display any datainconsistencies detected and shall also flag all data that were corrected and indicate the reason for eachcorrection made. If any inconsistencies are detected DFMR shall undertake the necessary investigationsand actions if there are reasons to suspect that an infringement has been committed. All the dates ofthe above activities performed including dates of data receipt, data entry, data validation as well as thedate of follow-up activities of detected inconsistencies should be clearly visible within validation system.

The main goal of a validation and verification system is to ensure data quality and verify that all datarecorded in databases is accurate, complete and submitted within the deadlines. A superior data qualityis not only important for proper data management within a Member State, but has far goingconsequences due to the extensive reporting requirements towards European Commission, thirdcountries, RFMOs and other international bodies.

The use of data verification practices also enhances the capability for risk analysis and risk management.Risk management is the systematic identification of risks and the implementation of all measuresnecessary for limiting the occurrence of these risks or mitigating the impact. Verified data will ensure anappropriate risk based control system. The process of "risk management" is an important aspect offisheries control and enforcement. It helps to determine where the most important areas of exposure torisk exist, and supports management decisions on how to allocate limited resources of inspectioneffectively and efficiently. Thus, it can provide outputs such as a decrease of the frequency of controls,phasing out of useless controls, a better targeted system, while ensuring a better level of compliance.Risk analysis and risk management should not be seen as a static process but as an interactive processin which information is continuously updated, analyzed, acted upon and reviewed. Digitization willestablish the context on which the Risk Analysis will run, treated and monitored. This means that anypart of the system should be able manage inaccuracies in such a way that they can be used later on asintelligence to predict possible outcomes proactively and execute more targeted actions. It has to bestressed that the results of a verification check are not risk indicators on itself, but are only one of theinputs of a risk analysis. Risk analysis should not be considered as a synonym of data verification.

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Implementation of the VALID requirements (Cont.)

Key Benefits■ Compliance with regulatory requirements.

■ The validation system shall allow the immediate identification of inconsistencies, errors and missing information in the data.

Effort Type

■ Definition an identification of initial regulation must have obligations

■ Identify internal business rules that could be added on top of the VALID Business rules

■ Work Plan required for the additional excessive work that will result from the inconsistencies detected through VALID

Key Work Steps

■ Define VALID system requirements.

■ Include these into the new DFMR System design

■ Consider leveraging to enhance business operation

■ Implement in new DFMR System

Key Stakeholders

■ IT management.




Dependencies■ Immediate, short term and long term DFMR needs.


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Implementation of the Re-engineering recommendations

Description

The action is required to establish the approach of evaluating and accepting the re-engineeringrecommendations provided to DFMR by external advisors.

DFMR should review these recommendations and through an analysis and optimization processshould result in the accepted listing of actions to be implemented.

Top management commitment must be obtained for the implementation of the changes, whilerequired legislation should be handled on a timely basis.

Key Benefits■ Increase of efficiency.

■ Increase of service quality.

■ Cost optimization.

Effort Type■ Financial cost for procuring and implementing technology related recommendations.

■ Time for the optimization and implementation of suggested procedures.

Key Work Steps

■ Review provided recommendations.

■ Agree listing of recommendations to be adopted.

■ Establish a change management process / team to oversee the implementation.

Key Stakeholders

■ Top management.

■ IT management.



■ Other key stakeholders as listed in the recommendations;


Dependencies■ Current culture and resistance to change.


■ Potential need for changes to legislations.

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Implementation of a Workflow System for End to End Processes

Description

The action is required to establish the approach for the implementation of a Workflow Managementsystem that will enable the end-to-end automation of business processes and the linking of existingprocedures from a service delivery point of view. The introduction of the Workflow Managementfunctionality as part of the future IT Architecture provides an opportunity to improve both theunderlying business process and the existing organizational structure. Workflow automation shall beintegrated with the functionality of the DFMR Integrated System in a way in which process steps canbe condensed into one smooth process. For each task defined in the workflow system a taskmanager must be assigned.

It should be noted that a strong Document Management system can be implemented to also facilitateworkflow management, at least for the part that relates to document management, and digitization ofhardcopy documents.

Key Benefits

■ Process optimization.

■ Enhanced control and security.

■ Integration of process management with specialized solutions / services.

■ Improved business efficiency.

Effort Type■ Financial cost for procuring and implementing the solution.

■ Time for training end users and implementing cultural change.

Key Work Steps

■ Define workflow system requirements.

■ Define architecture integration requirements.

■ Asses the capabilities of DMS and its suitability for specific requirements.

■ Procure and implement solution as part of the new DFMR System architecture.

Key Stakeholders

■ IT management.





Dependencies


■ Current culture.



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3.5 Implementation Approach ComponentsWith regard to the potential Implementation Approach the following components are defined for the analysis of eachscenario to facilitate the selection of the appropriate scenario for DFMR:

Meeting of Strategic Objectives: The extent to which the possible approach shall enable DFMR to meet definedstrategic objectives.

Implementation & Operational Risk: The risk of failure of the possible approach due to complexity or other rootcauses.

Functionality Integration: The extent to which functionality is incorporated and is delivered to the users byproviding for application bundling and integration.

Time-to-Publish New Services: The capability to define, build, implement and publish new functionality / newservices including digital channel eServices.

Estimated Initial and Recurring Cost: The high level estimation of initial and recurring cost related to each possibleapproach based on the known parameters.

3.6 Implementation Approach Scenarios

1 - Upgrade and Integrate Existing Environment ComponentsThe “Upgrade and Integrate Existing Environment Components” scenario considers retaining the existing systemsand technologies comprising the current environment and upgrading, enhancing and integrating each one of thesefurther to achieve alignment with the DFMR requirements that will be defined by the To-Be business processes. Forthis scenario the key components of the Implementation Approach are analyzed below.


Meeting of Strategic Objectives

Assuming successful upgrading, enhancement and integration of existing systems the StrategicObjectives of the DFMR based on the defined functional requirements can be met. However it isclear, based on the information provided by vendors that this is not a real option from a technicalpoint of view. Aside from the VMS System that is considered off the shelf solution and flexible onlyERS could potentially be upgraded and integrated using the already utilized restful services capability.

Implementation & Operational Risk

The implementation and operational risk of upgrading, enhancing and integrating systems frommultiple vendors including systems running on old technologies is significantly high. Success will beaffected by multiple technical, organizational and operational parameters. The FMS/SDAP and NADsystem which withholds most of the data in DFMR is not upgradable and there is no clear roadmapof future releases. The ERS System has not been updated to a newer version to this date other thanchanges made to the original development of the system in order for it to be aligned with EURegulations. This renders meeting deadlines while providing the required functionality challenging.The effort and time required to be dedicated by DFRM employees can end up being more than forimplementing new systems.

Functionality Integration

The extent of functionality integration that can be achieved by upgrading, enhancing and integratingthe existing systems is not clearly known. The different technologies and the original design of someof the systems to operate as individual systems / vertical solutions render complete or significantintegration doubtful. A common data model and data repository will also be a significant challenge.

Time-to-Publish New Services

Upgrading, enhancing and integrating the current system shall lower the effort needed to publishnew services but will still pose challenges since new service and functionality development willrequire the maintenance of integration points.

Estimated Initial and Recurring Cost

As per the above and since existing systems are not upgradable, the initial cost to establish thisscenario practically involves at a minimum the cost of implementing a new platform from thebeginning (refer to the relevant scenario) and additional cost for integration of existing components.Recurring costs include maintenance and support fees for the systems components that comprisethe solution and must be under maintenance. This maintenance amount does not include the costfor any changes requested or new functionality provided. It is estimated that under this scenario thecost will be higher. 66


3.6 Implementation Approach Scenarios (Cont.)

1 - Upgrade and Integrate Existing Environment Components (Cont.)The perceived benefits and considerations for this scenario are analyzed below:

Conclusion: The above scenario results in a potentially enhanced functionality technology environment for DFMR butentails significant implementation and operational risk while the required flexibility and agility to support digitaltransformation cannot be ensured. Such an approach does not clearly ensure that DFMR can achieve its businessand strategic objectives. It is clearly not an option since most of the existing key systems (FMS/SDAP, NAD and FVR)systems are not upgradable.


Benefits Considerations

DFMR potentially bears a lower initial investment cost for hardware and software than for implementing a new integrated solution, however the services part remains hard to define at this stage.

Upgrading of all components of the existing environment will be a challenge and an implementation risk. Practically it has been defined that this is not possible.

Change will be easier to accept by end users as they are accustomed to the existing systems.

Implementing changes to some of the existing components will require significant effort.

Data migration may not be required to the level that is necessary for a new integrated system.

Implementing an integration / workflow solution to act as the backbone of the system will be challenging and will be highly depended on the ability to upgrade and leverage the vertical components.

Publishing eServices, enhancing digital channels and achieving interoperability will potentially still require significant effort.

Achieving a common data model and data quality will still remain an issue and will have to be addressed as a separate track / project aiming to cleanse data and implement a unified data model.

DFMR will still rely on different vendors for changes or future enhancements.

DFMR will be required to assign resources or procure some services during the roadmap implementation (i.e. project management and quality assurance).

Data migration and / or cleansing will be required.

Meeting EU deadlines for the implementation of systems may be minimized if compliance is the only factor and only element addressed. However the adaptability to the constantly changing regulations is not guaranteed with the existing technologies and data model used. Implementing an integrated functionality with a single source of truth based on new systems will potentially require similar or les effort and time required thank trying to achieve this with the old systems.

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2 - Implement New Architecture and Combine New and Existing ComponentsThe “Implement New Architecture and combine New and Existing Components” scenario considers implementing acompletely new architecture and data model while retaining some components of existing systems and technologiesand upgrading, enhancing and integrating these further to achieve alignment with the DFMR strategic objectives andbusiness requirements that will be defined by the To-Be business process re-engineering. For this scenario the keycomponents of the Implementation Approach are analyzed below.



Assuming the successful implementation of a new architecture for DFMR and integration ofexisting systems (VMS and potentially ERS) the Strategic Objectives of DFMR could be met.However the extent to which integration with a new architecture can be achieved to the levelrequired by DFMR, remains a challenge.


The implementation and operational risk of primarily implementing a new architecture andupgrading, enhancing and integrating systems from multiple vendors including systems running onold technologies lower than retaining all systems but remains a concern. Success will be affectedby multiple technical, organizational and operational parameters. Meeting deadlines while providingthe required functionality can be more achievable as the approach will involve one program under amore coherent architecture. The effort and time required to be dedicated by DFRM employees canbe at the same level as for implementing end to end new systems.


The extent of functionality integration that can be achieved between the new architecture and theexisting components that will be used remains an unknown until the new systems are selected andtechnical analysis is performed. The different technologies utilized by the two systems (MS SQLand Oracle) can facilitate integration, however the original design as standalone systems / verticalsolutions render integration more complicated.

The VMS System as a standalone off the shelf solution will not affect the functional aspect of theintegration to a significant extend. ERS on the other hand performs important functional elementsof the Fisheries management like Logbook and sales notes that are important functionality and dataelements of the overall architecture and part of a bigger scope of similar functionality that can beachieved by an integrated platform.


Implementing a new architecture and combining with new and existing components will increasethe effort needed to publish new services but will also pose some challenges due to themaintenance of integration points between components of new and existing technology.


The initial cost to establish this scenario could be higher as it practically involves at a minimum thecost of implementing a new architecture and the additional cost of integration of existingcomponents / systems.

Recurring costs include maintenance and support fees for the systems components that comprisethe new architecture and the cost of retaining the maintenance of the systems that could potentiallybe integrated (i.e. ERS and VMS) . The maintenance amount currently in place with the vendors ofthe two systems does not include the cost for any changes requested or new functionalityprovided. Therefore these costs should be further investigated as it could potentially result to a lesscost effective approach.

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2 - Implement New Architecture and Combine New and Existing Components (Cont.)The perceived benefits and considerations for this scenario are analyzed below:

Conclusion: The above scenario results in a potentially enhanced functionality technology environment running mostof its functions in a new architecture and partly combining functionality from existing system components like ERSand VMS. Depending on the number of existing systems to be retained, this scenario still entails implementation andoperational risk for DFMR while the required flexibility and agility to adapt and support digital transformation in co-operation with other vendors will require additional cost effort and coordination.

To ensure that DFMR can achieve its business and strategic objectives the existing systems to be retained must beminimized. Retaining VMS only and implementing a new architecture will render this scenario more feasible.



DFMR strategic and business objectives can be met by addressing both regulatory and compliance matters while ensuring sustainability and integrated and enhanced functionality.

DFMR potentially bears the initial investment cost for hardware and software that will include implementing a new architecture and also the integration costs associated with the existing vendors as well as the current and also new maintenance costs that will arise.

The new architecture can facilitate the future vision and evolution of systems and significant level of integration and functionality achieved.

Implementing changes to the new architecture will also cause changes to some of the existing components and may require additional effort.

A common data model can be implemented based on best practices if the number of existing systems to be retained is minimized.

Implementing an integration / workflow solution to act as the backbone of the system can be challenging and will be highly depended on the ability to upgrade and leverage the existing vertical components that will be retained.

Can be compliant to required regulations (CFP, Control and GDPR) standards and principles and more flexible to adjust to changes.

DFMR will still rely on more than one vendor for changes or future enhancements.

Can support digital channels and eServices delivery including mobile user utilization and Government to Business (G2B) and Government to Government (G2G) interaction, if the number of existing systems to be retained is minimized.

Depending on the number of existing systems that will be retained, achieving a common data model and data quality can still be challenging.

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3 - Implement New Architecture and New ComponentsThe “Implement a New Architecture and New Components” scenario considers the implementation of a newarchitecture, an integrated approach to business process automation and data management and the delivery ofeServices via digital channels as core components of the overall system environment. The details of this proposedsolution are provided in the following section. For this scenario the key components of the Implementation Approachare analyzed below.



The Strategic Objectives of DFMR can be fully met with regard to the needs defined by thefunctional requirements in line with the To-Be Business Processes, the needs expressed by thebusiness users and the applicable regulations. The integrated system shall provide both back endprocess automation and digital channel servicing.


The implementation risk of deploying an integrated system based on a new architecture issignificantly lower than upgrading and integrating existing systems. Meeting deadlines whileproviding the required functionality can be more achievable as the approach will involve oneprogram under a more coherent architecture. However the initial implementation timeline may belonger, even though the end result is expected to be more comprehensive, sustainable and withlower operational risk. The effort and time required to be dedicated by DFRM employees can be atthe same level as for implementing new systems and integrating some existing components.


The extent of functionality integration achieved by implementing a new integrated architecture withnew components is the highest possible. This entails end to end processes integrated between thedifferent channels and functions and would also include an integrated data model but would requirea data cleansing process during data migration.


A key feature of the new architecture is to provide integration and publication services hence thetime to publish new services and especially via digital channels (eServices) would be low.


The initial cost to establish a new architecture is significant but the cost to evolve and maintain suchan architecture will be lower than maintaining disparate systems.

An estimate based on similar projects implemented in other countries for the purchase of hardware,software and implementation services of the proposed architecture and functionality is 2 - 3.5million Euro. This includes the cost for a core system with common data model (0.5 – 1 million), thecost for the implementation, integration and eServices platforms (1 – 2 million) and otherassociated services (0.5 million).

Recurring costs include maintenance and support fees for all the systems components thatcomprise the solution and must be under maintenance. This can be estimated at 18-21% of theoriginal software license.

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3 - Implement New Architecture and New Components (Cont.)The perceived benefits and considerations for this scenario are analyzed below:

Conclusion: The above scenario results in an enhanced functionality technology environment for DFMR based on anew architecture, an integrated approach to business process automation and data management and the delivery ofeServices via digital channels as core components of the overall system environment. Such an approach clearlyensures that DFMR can achieve its business and strategic objectives and removes the inhibitors and points of failureof the past. However, to provide the long term value and benefits the new architecture must be managed proactivelyby DFMR.

Overall SuggestionBased on the scenario analysis the suggestion for the approach to be adopted by DFMR is to adopt scenario “3 -Implement New Architecture and New Components” or at a minimum scenario “2 - Implement New Architectureand Combine New and Existing Components” and retaining the VMS existing system.



DFMR strategic and business objectives met. Potentially higher initial cost (depending on the service model to choose).

Highest level of integration and functionality achieved. An implementation roadmap will require some time to complete.

Common data model can be implemented based on best practices. Data migration and / or data cleansing will be required.

Can be compliant to required regulations (CFP, Control and GDPR) standards and principles and more flexible to adjust to changes.

DFMR will be required to assign resources or procure some services during the roadmap implementation (i.e. project management and quality assurance).

Can support digital channels and eServices delivery including mobile user utilization and Government to Business (G2B) and Government to Government (G2G) interaction.

If not maintained and managed proactively the investment will not yield the benefits in the long term.

Low operational risk and low integration risk.

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3.7 Proposed Future Architecture OverviewIt is highly important to define that the DFMR IT Strategy defines an architecture on which future systems will bedeveloped in a consistent and integrated way and not just the adoption of specific application systems / solutions.The Future Architecture solution design to support the DFMR future state IT environment comprises the followingtechnology elements:

Latest Digital Online Service TechnologiesSelection and deployment of latest technologies that support the service oriented digital delivery models forseamless online and front/back-office operations and self service online services (including payment processing).

Single Architecture and IntegrationSingle integrated architecture and platform with layered components to deliver an end-to-end digital services platformbased on a comprehensive design. Integration with government core infrastructure and middleware using WebServices and API’s.

Workflow, Content and Document ManagementIntegrated approach of workflow, content and document management supported by specialized functionality forfisheries and aquaculture management activities (as indicated in the High-level features list section) at each step ofthe process. Advanced scheduling and task management including rights delegation and electronic approval process.

Configurable, Parameterized PlatformsExtended end-to-end process automation with limited manual (external to the system) intervention based onpredefined parameterized / configurable flows with unified view of allocated tasks and pending activities.

Business Rules, Validation and Notification EnginesUtilization of configurable engines for the definition and enforcement (to workflows and functionality) of businessrules and notification / dissemination rules and functionality.

Common Data Model, Clean Data and ReportingCommon data model to support the common architecture that comprises data entities relationship definitions tofacilitate an integrated point of view of fisheries and agriculture information based on cleansed data. Extendedreporting, search and performance analytics capabilities.

The suggested logical architecture for the New DFMR System environment is depicted on the following page. Pleasenote that the different components do not necessarily represent individual physical systems.

Note: The diagram on the following pages provides the key components of the architecture. Tools under Union FMCsuch as VMS ERS viewer, Union VMS and ERS light that are still under development and will be provided by EC forconnecting to and viewing data of other MS will be covered through the FLUX-TL component.


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3.8 Architecture ComponentsThe following diagram (Figure 6 below) is the suggested logical architecture for the new DFMR System environment.Please note that the different components do not necessarily represent individual physical systems.


Figure 6: Future State Logical ArchitectureFigure 6: Future State Logical Architecture

Data Landing Area and Data Staging

FIS Core Components

DFMR Website

7. Integration Layer / Web Services

Social Insurance

JCC

Data From External Sources

Buyers Portal &Citizen eServices

Inte

grat

ion

Laye

r / W

eb S

ervi

ces

Tax Department

Data Extracts

Farmers Registry

FLUX-TL Layer

Civil Registry

FishTawl Portal

Vessells

Analytics Reporting

Customs

ARIADNI

OtherPermits /Licenses

Logbook / Catch / Landing

Control & Inspection CasesSales

Risk Analysis

Inspector Mobile Client

ARIADNI

Data To Eternal Sources

DG-MARE

CY Statistical

Service

FLUX-TLLayer

FAO

Content Management

Reference Data

Business Rules

Integration Layer / Web Services

DFMR Mobile Application

Internal Data Sources /

Interfaces with Existing systems

1. Data Sources & Services (e.g. Authentication)

2. Data ManagementTools

Integrated Data Repository

Data Validation (VALID)

5. Business Systems

4. Data Exploitation

Workflow and Document Management6. Common

Platforms

Notification and Distribution Engine

Task Management

8. Portals 9. Service Points

Integration Layer / Web Services

Incident Management

Outbound Data Preparation

3. Master Data Management

Positioning and ER Mobile

Client


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3.8 Architecture Components (Cont.)1. Data SourcesThe Data Sources layer comprises the data sources that will be utilized from internal systems to populate integrateddata repository. This includes the following:

Internal Data Sources consist of data sources from within DFMR’s infrastructure. Including business applicationssystems and mobile / online clients and data gathering applications.

External Data Sources consist of data sources from systems not managed by DFMR that include, but not limited to,data from ARIADNI, Social Insurance, JCC Payment Gateway, Tax Department, Farmers Registry, Civil Registry,Customs. In addition DFMR is required to external entities, including but not limited to, data sent to ARIADNI, DG-MARE, Cyprus Statistical Service, FAO etc.

2. Data Management Tools and Master Data ManagementData Repositories is the layer that provides the data integration into an integrated data repository based on anintegrated data model which provides a single source of truth. This includes the following:

Data Landing and Staging Area: This is an intermediate staging area between the data sources and the datarepository. All inbound data feeds/extracts must land first within this area for data preparation, standardization anddata quality checks.

Integrated Data Repository: The Integrated Data Repository will store all relevant internal and external data to providethe single source of truth for all DFMR systems and analysis tools.

Master Data Management (MDM): The Master Data Management component will house reference data that areconsidered master data for the DFMR data model and shall allow for management of this data in a centralized way.The end goal is the regular delivery of consistent, ‘master’ reference data entities to operational, business andreporting systems in order to ensure reporting alignment.

4. Data ExploitationFollowing data aggregation the data will be utilized through the Data Exploitation layer which provides the ability toexploit data either through automated/self-serve reporting with structured data or through analytics tools andtechniques utilizing structured and unstructured data sets.

This layer focuses on providing the required tools and functionality for utilizing the data to generate analytical reportsand data views. The system will collect only validated data that will be available once the necessary data qualitychecks have been passed to ensure completeness and consistency.

5. Business Systems and Data AggregationThe Business Systems and Data Aggregation layer comprises the business functionality clusters and the logical andanalytical data clusters. The main components of this layer are the following:

Risk Analysis: Risk Control Elements definition (e.g. risk likelihood, risk impact, risk levels, risk triggers, riskdimensions, risk mitigation actions, risk indicators) and Goal Control Elements definition.

Validation System (incl. VALID): Validation and cross-checking rules/parameters setup for business systemcomponents and maintenance of push notifications in the Notification Engine. Includes the implementation of theVALID requirements.

Incident Management: Incident Management.

Vessels: Vessel Management, Vessel Crew, Vessel Gear, Vessel Characteristics, Vessel Events, Vessel Mooring.

Fishing Permits/Licenses: Permits, Professional and Amateur Licenses.



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3.8 Architecture Components (Cont.)

5. Business Systems and Data Aggregation (Cont.)Logbook/Catch/Landing: Logbook (all vessels), Catch, Landing declarations

Control: Vessel Monitoring System, Inspections, Patrols, Penalty Points, Traceability, Confiscated items

Case: Infringements / Case Management

First Sales: Sales Notes, First Buyers.

Other: Car Fleet Management, Data Collection, Aquaculture Production units, Aquaculture Organizations.

6. Common PlatformsThe Fisheries Common Platforms will provide the functionality required to integrate and automate the BusinessSystems and Data Aggregation layer components by capturing, maintaining and processing the relevant informationat each stage of the To-Be processes and also trigger the relevant actions and events with regard to the Fisheriesactivities life cycles. It will consist of the following components:

Content Management System: For maintaining, managing and distributing content from the back end systems, datarepositories, and user input to the DFMR Portal, Buyers Portal, Citizens eServices and Mobile devices.

Notification and Distribution Engine: For parametrizing and distributing all the system notification parameters that willbe generated based on business rules and related events (including VALID parameters, Tasks Management and theWorkflow Engine).

Task Management: For managing and automating tasks as part of the automated DFMR processes (e.g. processingan application) including tasks that may arise from workflows, and for distributing, delegating and monitoring theirprogress.

Workflow and Document Management: For implementing and maintaining all workflows required to achieve end toend processes within DFMR and enhancing collaboration through document management and distribution. Providingthe ability to link digital component elements and physical data.

7. Integration LayerThe Integration layer acts as a connection/ data exchange link between the different components of the architecture,the existing DFMR Systems (if applicable) and external systems or data repositories. The Integration layer shall alsoincorporate the FLUX-TL Component for data interchange between the Member State (Cyprus) and EU entities. Itshall provide the ability through open technologies (e.g. web services, restful services) to accommodate integrationwith 3rd party mobile applications.

8. PortalsThe Portals layer comprises the online channels that a user will be utilizing to benefit for obtaining all informationregarding DFMR and the provision of eServices. The system shall facilitate content distribution as well as theprovision of services to authorized users (e.g. submission of applications, monitoring status of applications, receivingalerts) and for accepting payment of various fees or penalties. The Portal shall also provide functionality for theBuyers Portal for managing the lifecycle of First Buyers.

9. Service PointsThe Service Points layer provides the required components for the use of Mobile Clients for use either by DFMRemployees (e.g. by the inspectors for reporting physical inspections, Vessel Mobile Client for trip data submission)and by Citizens (e.g. a DFMR mobile application).



4 – Implementation Plan

and Priorities


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4.1 OverviewThe approach to implement the DFMR IT Strategy must be split into phases that will also include a significantPreparation phase for DFMR. The Preparation phase is required in order to formulate a DFMR IT Steeringcommittee, define responsibilities and set up a Project Management team (this can also be a responsibility of the ITSteering Committee) that will monitor the implementation of the Strategy but also the various projects that will resultas part of the implementation of the defined Strategic Actions.

Following the completion of the Preparation phase, the implementation approach shall comprise the Baseline ActionsImplementation phase which shall be followed by the Subsequent Actions Implementation phase. Baseline Actionsare the group of actions that are required to be completed prior to executing additional actions. The last phasecomprises the continuous activities for the Review, Enhancement and Updating of the IT Strategy. Theimplementation of the Strategy must occur in an organized environment in which the status of the projects andprogress is transparently shown, based on an Action Plan. As a matter of priority DFMR must ensure thatmanagement support for the IT Strategy implementation is obtained and demonstrated, that resources are madeavailable and that stakeholders are engaged.

The primary responsibilities for the implementation of the IT Strategy are the following:

Monitoring Committee - The responsible body, made up of the DFMR Director and Division heads, which are incharge of the overall IT Strategy implementation initiative, that monitors implementation progress and success basedon the Action Plan. Addresses issues and makes decisions regarding the overall implementation plan. Reviews theStrategy on a periodic basis and performs the required updates. In the case of DFMR, DITS should be represented inthe Committee.

Project Managers – A group of individuals that shall undertake the project management responsibilities for thevarious projects that result as part of the implementation of the Strategic Actions defined by the IT Strategy. Theymanage projects on a day-to-day basis report any significant issues to the Monitoring Committee and thestakeholders involved with the specific projects under management. Project managers can be internal to DFRM orprocured through service contracts.

External Stakeholders Liaisons - These can be specific individuals that are identified and assigned at key externalstakeholders (e.g. other Government departments, fishermen associations, marine research institutes) that can actas the local liaison for the provision of required information and facilitation of coordination and escalation tasks. Theconsent of management at each stakeholder is required for the identification and assignment of these individuals.

In addition to the above, during the implementation DFMR must consider the following key lessons, learned fromexperience of the DFMR and DITS IT specialists involved in IT projects at DFMR over the years: Managementcommitment must be obtained at the highest level, business users must be engaged from the beginning,user/working groups must be utilized for different tracks or areas of expertise and user acceptance testing must beextensive and comprehensive. In addition a change management process must be implemented.

4 – Implementation Plan and Priorities


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4.2 Approach and PrioritiesThe priorities approach for the implementation of the IT Strategy addresses two domains; the Organizational andManagement Activities required to be executed and the Strategic Actions defined for implementation. The followingtable lists the key Phases and steps for the implementation approach based on “time vs task” relationship with afocus on the Organizational and Management Activities required. Note that this table does not constitute a projectplan and also does not include the listing of the execution of the Strategic Actions based on priority. The relevantStrategic Actions analysis is provided in the subsequent pages.


Phase Title Description

1 Preparation

a Establish the IT Steering Committee

The IT Steering Committee is the governance body that must be formally establish to act as the ultimate decision body regarding the implementation of the strategy. Involve key stakeholders as detailed on the previous page.

bEstablish the Project Management Office and related methodology

The Project Management Office must be officially established and staffed with skilled individuals or individuals that shall be formally trained. It is responsible to provide oversight of the purpose and status of all projects that result as part of the implementation of the Strategic Actions. Equip the body with a formal methodology for program and project management.

c Develop the Action Plan

An action plan must be developed listing all actions to be performed for the implementation of the strategy, including action responsibilities and duration. The plan should include milestone activities such as review of the currency and applicability of the strategy at specific points in time. It shall also incorporate a communication plan to handle change management issues. The information in this document shall for the basis of a more detailed Action Plan.

d Establish Project Management skills

Use existing capable DFMR resources or if unavailable, incorporate skilled project managers within the DFMR team or train other existing resources in Project Management methodologies.

e Engage stakeholdersAll stakeholders must be contacted, their participation in relevant projects must be confirmed and the agreements required between the entities and DFMR must be defined, formalized and accepted (where applicable).

f Launch the implementation ofthe Action Plan

Formally launch the process for the implementation of the action plan including formal communication to stakeholders and initiation of the Project management activities.

2 Initiate Baseline Actions Implementation

Initiate projects and tasks for the implementation of the baseline actions. Monitor dependencies and progress.

3 Review the currency and applicability of the strategy

Following completion of the Baseline Actions ensure the applicability and currency of Subsequent Actions defined.

4 Initiate Subsequent Actions Implementation

Initiate projects and tasks for the implementation of the subsequent actions. Monitor dependencies and progress.

5Implement process for the periodic Review, Enhancement and Updating of the IT Strategy

Establish a process to periodically update the strategy and measure levels of success.


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4.3 Strategy Actions Effort-to-Benefit ConsiderationAn optimal portfolio of actions should contemplate, where possible, timing, synergies and phases of each initiative.Listed below are the Strategic Actions for consideration, based on a relative effort-to-benefit relationship, that areleveraged to developed a multi-year roadmap.


Rel

ativ

e B

enef

itM

easu

res

pote

ntia

l ove

rall

busi

ness

ben

efit

Hig

h

Low Relative EffortMeasures overall scope and difficulty of effort

High

Low

Transformative Efforts

Potential Qualitative Benefits Limited Effort – Benefit Return

Quick Hits

# Action Short TitleGood (e)Governance1. IT Governance Model2. Policies and Procedures and Standards3. Organization, Human Capital and Knowledge Management 4. Review and Update of IT Strategy Process5. Establishment of a Project Management Office6. Project Management TrainingEnhanced IT Service Delivery and Innovation

7. Flexible, Interoperable and Scalable Architecture8. Deployment of the new DFMR System9. Enhancement of Infrastructure and Data Center Capabilities

Enhanced User Empowerment and Community Engagement10. Communication Plan11. Change Management Strategy12. Integration with ARIADNIEnhance Data Quality, Integrity and Availability

13. Implementation of a Data Management Process14. Data Integrity & Completeness Initiative


15. Information Security Management System

16. Business Continuity Plan (including Disaster Recovery)Compliance

17. Implementation of the VALID requirements


18. Implementation of the Re-engineering Recommendations19. Workflow Management System for End to End Processes

12

3

4

5

6

78

9

10

11

12

13

1415

16 17

18

19


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4.4 Strategic Actions Implementations RoadmapIn addition to the table that lists the key Phases and steps for the implementation approach based on “time vs task”relationship, the following is a listing of the proposed Strategic Actions based on a priority point of view, stemmingfrom the current understanding of business and regulatory requirements but also based on the nature of each Action(e.g. Baseline vs Subsequent). The table is continued on the following pages. It is assumed that activities cancommence as soon as Q3 of the current year:

Notes:

The positioning of the Strategic Actions above is relative to the estimated time of commencement of the relevantimplementation activities (or continuation if ongoing) and not the duration. This is an estimation. The specificcommencement and completion dates for each Action should be defined in the Strategic Action Plan to bedeveloped by DFMR following the adoption of the Strategy.

Timing indicates start date (not end date) and does not display the duration of each effort

This maps all initiatives irrelevant of efforts and benefits.

During actual implementation, certain initiatives may lead to other initiatives.


Year 2018 2019 2020

Quarter Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Baseline Actions

Subsequent Actions

IT Strategy Implementation Management

Actions

1

2

3

4 4

5

6

7 8

9

10

11

1214

13 15

16

17

18

19


5 – Constraints,

Dependencies and Risks


82

5. Constraints, Dependencies and Risks IdentifiedAs detailed in the initial sections of the document a number of challenges may pose some constraints for theimplementation of DFMR IT Strategy. The resolution of these constraints will be a prerequisite for the successfulimplementation of the Strategy. The following is a listing of the key challenges, constraints and resolutionperquisites:

Challenge: Management Commitment and Support.

Constraints: Shifting priorities at the management and political level may affect the implementation of the ActionPlan. Management commitment and support may not be continuous.

Prerequisites: The DFMR IT Strategy and Action Plan must be approved, adopted and the commitmentcommunicated by the highest level of management possible. The organizational structure to deliver theimplementation of the Strategy must be established immediately after approval of the Strategy document and thedecision making authority for all matters regarding the implementation of the Strategy must be given to the ITStrategy Steering Committee.

Challenge: Buy-in by stakeholders and deadlines.

Constraints: A number of stakeholders are involved and projects are expected to have tight deadlines.

Prerequisites: Specific actions for engaging stakeholders have been defined. These must be executed and theirprogress must be monitored closely.

Challenge: DFMR resource availability.

Constraints: The current economic environment and the need for a number of projects to be handled by DFMR.

Prerequisites: A specific composition of the organizational structure to deliver the implementation of the Strategymust be defined by DFMR on time and account for the resource availability. This shall be achieved by clearly definingthe key stakeholders and by obtaining management commitment for their involvement. Once the implementation isunder execution, resource requirements shall be reviewed periodically.

Challenge: Technical challenges for data migration.

Constraints: The current systems status at a technical level has resulted in a situation that poses a number ofunknown factors regarding data migration .

Prerequisites: The migration of data, should be carefully planned and executed including extensive testing, to identifycurrently unknown issues and to ensure success.

Challenge: Reliance on Government policies.

Constraints: DFMR is required to follow the policies defined centrally by the Government and especially DITS. Thesemay be in conflict with elements of the DFMR IT Strategy or lack of policies may render DFMR unable to proceedwith the implementation of actions.

Prerequisites: The DFMR IT Strategy should be discussed and formally agreed with DITS representatives. Any issuesand deviations from central policies that have not been addressed in the Strategy must be documented andmitigation actions defined. For matters of unclear policy, DFMR can take the initiative to facilitate the development ofa central policy.

5 – Constraints, Dependencies and Risks


83

5. Constraints, Dependencies and Risks Identified (Cont.)

Challenge: Changes in processes, systems, and technology require that roles and responsibilities be structured andperformed differently.

Constraints: Changes that will be effected on specific business processes and way of executing work shall besignificant.

Prerequisites: A successful change management approach to proactively mitigate organizational risk shall be adoptedand the effort shall be integral to each project management process.

Challenge: Stemming mostly from the need to increase efficiency and productivity and based on the results of thereengineering effort legislative changes shall be potentially required.

Constraints: Such changes may affect the “way of doing business” as this has been accepted up to now by DFMRemployees and other stakeholders and may rock the comfort zone of individuals. In addition legislative changes maytake time to be formulated and approved (e.g. legal definition of “submission date”, use of electronic signatures).

Prerequisites: DFMR will be called to manage the process of designing and pushing the changes through the properchannels and procedures. A prioritized approach should be taken regarding the approach to submit and pushlegislative change propositions.

Challenge: Stakeholder coordination, project management and experienced resources.

Constraints: Lack of available resources experienced with project coordination and communication or with certifiedproject management skills. Resources capable to manage projects exist but they are overwhelmed with many tasksand projects.

Prerequisites: Procure and utilize experienced and certified project managers for the delivery and monitoring of theproject or train internal resources for obtaining necessary certifications. Resources that have deep experience ofsimilar projects shall be utilized as key experts.

Challenge: Timely implementation of the IT Strategy.

Constraints: Delays that may occur due to lack of focus, lack of resources, technical issues or other reasons mayresult in the delay of the IT Strategy thus rendering the Strategic Actions outdated.

Prerequisites: The IT Steering Committee must monitor the progress of the implementation as per the Action Plan,.Any deviations must be addressed immediately and the applicability and currency of the Strategy must be reviewed.

5 – Constraints, Dependencies and Risks

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© 2018 KPMG Limited, a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved.

Contact us

George TziortzisBoard MemberT. + 357 22 209336 E. [email protected]

DEPARTMENT OF FISHERIES AND

MARINE RESEARCH

REPUBLIC OF CYPRUS EUROPEAN UNION

Operational Programme “Thalassa” 2014-2020

The project is co-financed by the European Union (European Maritime Fund 2014-2020) and the Republic of Cyprus

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