Alex,
I'm currently a little more advanced in the process, but do have some
general comments and advice for you. A message from the trenches so to
speak!
Firstly, check out the DIRKS methodology here, its invaluable. Also BS ISO
15489 is a basic starting point.
Secondly, the two most important aspects of implementation are:
Get backing from as high up in you're authority structure as possible
(this may need a compelling business case).
Identify key personnel for implementation in the various parts of the
organisation and get their support (again this may require compelling
reasons for their cooperation. Tailor your presentations to your
audience, emphasize the cost savings to the finance people, the
increased regulatory compliance capacity to legal, increased efficiancy
to operational staff, more robust data quality for strategic planning to
management, etc.)
There are no set rules as to who these should be as the 'drivers' in each
organisation will be different.
Establish a core RM policy that applies corporately. Designate responsible
RM and local personnel. The management model will again be dependent upon
your business (e.g. we use a 'decentralised' model)
|--------------+---------------------------------------------------------------|
| | |
| Decentralised| RM is carried out at many locations by nominated 'records|
| | officers' or 'champions'. The officers take this role as|
| | ancillary to their core role and report to a central RM|
| | authority. |
| | |
| | |
| | The robustness of this form of RM relies on the skills of the|
| | records officer but is closely monitored by skilled RM staff. |
|--------------+---------------------------------------------------------------|
But, implement the policy at a local level (say by department) in a rolling
programme to minimise disruption and iron out problems in the implmentation
process
The business functional analysis is the most critical and most difficult
and time consuming task. Plan and resource this well, it takes longer than
you think.
Remember, the corporate organisation is not the best way to structure your
records. Records should be structured according to corporate function as
its the most robust and change-survivable format. Ask yourself this, if
you file records by department, what happens if that department changes or
is disbanded?
You will meet resistance from certain staff. Try to automate or systemise
as much of the RM requirements as possible to minimise any impact or change
on staff operations (e.g. all RM metadata can be automatically assigned in
ICT applications). This automation also reduces the error potential in
data input.
Don't allow other agencies to dictate your requirements. E.G. your ICT
department may well offer you all sorts of wonderful software (bells &
whistles attached) that will dazzle you. Turn it around and tell them what
you require..it's there job to meet those requirements, not your job to
develop RM that fits in with their software.
Prepare for the long haul, keep going and good luck!
Steve Hardy
NWL Knowledge Technician
01913016935 (Ex34935)
"Williamson, Alex"
<Alex.Williamson@COVEN To: [log in to unmask]
TRY.GOV.UK> cc:
Sent by: Records Subject: [RMS-NORTH] RM in Social Services
Management Society
North of England Group
<[log in to unmask]
.UK>
19/01/2006 09:30
Please respond to
Records Management
Society North of
England Group
Hi,
I have a relatively inexperienced colleauge who is starting to look at the
subject of RM in Social Services . If anyone out there has practical
experience of this topic i.e. approach, methodology, implementation issues
etc and is willing to share their experiences, can you please respond to me
and I will pass on contact details .
Regards,
Alex
Alex Williamson
EDMS Project Manager
Customer & Business Services
Finance & ICT
> ': 0247 683 1071
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