Dear All,
I have been away from the list for some time, (Jan 2008) but I thought I
would jump back in as my role has changed.
This may be a Friday question, but what does good or successful records
management look like? I know we can describe bad records management,
from the total absence of RM structures and process to simply not being able
to locate and extract records.
What, though, is the opposite? How do we know when we have good records
management? Is this a metaphysical state where the overall culture of an
organisation is able to deal with requests for information well and able to
support the performance management framework? I know there are
arguments for "business cases" but to my mind that simply reduces RM to an
economic question.
I realize that compliance with ISO 15489 can be considered "good records
managment" but is it simply compliance or something more? When we talk
about good RM or successful RM, what is it?
Perhaps the deeper question is what is the relationship between RM and the
day to day work of most staff? In one sense, RM as a cultural phenomenon,
rather than a "business case", is one where all staff recognise their role and
responsibility towards information they create, handle, and store as well as
the records that may be created as a result.
Good RM would then be part of a good corporate culture whereby people are
operating with a wider awareness of their RM/DPA/FOI/EIR roles and
responsibilities as fits their post. RM is seen as something they do as part of
their own work rather than somethign that is done to them or by someone else
on their behalf. However, if this is the case (very much open to debate and
discussion) then RM needs to fit more into the corporate culture perhaps
through the performance management framework rather than for what many
may perceive as a specialism hidden away within or around FOI/DPA (access
to information) or archives. I am not suggesting Performance Indicators for
RM as such, which creates its own problems, but understanding how it fits
within the wider corporate culture and the day to day lives of most staff.
The above is a gross simplification designed to develop debate. My concern is
that the more RM is seen as a technical specialism done by someone rather
than seen as part of everyone's existence [not that everyone is an RM but
rather they have to be aware of RM] then the hard it will to make
the "business case" or the cultural case.
My apologies if this has been discussed in the archives. I scanned them but
could not find this type of discussion.
I would be grateful for your views on this topic.
Best,
Lawrence
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