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RECORDS-MANAGEMENT-UK  November 2009

RECORDS-MANAGEMENT-UK November 2009

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Subject:

Re: What does good records management look like?

From:

Donald Henderson <[log in to unmask]>

Reply-To:

Donald Henderson <[log in to unmask]>

Date:

Thu, 5 Nov 2009 13:08:47 -0000

Content-Type:

text/plain

Parts/Attachments:

Parts/Attachments

text/plain (261 lines)

Lawrence,

I think you are identifying the answer yourself when you use the analogy
of the central nervous system. The medical profession is able to
identify a faulty nervous system by symptoms elsewhere in the body and
therefore take the absence of symptoms as an indication that the nervous
system is functioning correctly or at least adequately.

In practical terms, you could dissect a body and look at a healthy
nervous system, but there wouldn't be much left of the body by the time
you have finished (and, realistically, the nervous system is no longer
healthy!).

In the same way, good records management is inseparable from a correctly
functioning organisation. That then gives you the problem of how you
evaluate just how well an organisation is actually functioning....

Hope I haven't stretched the analogy too far!

Donald

-----Original Message-----
From: The UK Records Management mailing list
[mailto:[log in to unmask]] On Behalf Of Lawrence
Serewicz
Sent: 05 November 2009 11:46
To: [log in to unmask]
Subject: Re: What does good records management look like?

Donald,
I agree that this may work on the surface, but does this reduce RM to
filing? I would have thought RM has a wider role within the performance
culture.  If RM can be reduced to good filing or having a good file
plan, it might be so deeply embedded that RM ceases to be RM and it is
about basic organisational management. For many councils this will be a
HUGE challenge.  By that I mean how many staff are trained to file
properly? How many are given induction with filing with the relevant
document meta data?

I realize that the advent of PCs changed the system.  From my
perspective it appears RM is focused on files and folders when most
people do not organise their work or their lives in that manner.  Is RM
trying to fit 21st century practices to an 18th century structure?

There is a large assumption made that people know how to use their PCs
properly or that they will follow the proper filing system.  We can
create command and control systems that will not allow staff to save
documents without creating the requisite meta data and the
classification.

What appears to happen is that most people muddle through and find a
system that works and is not replicated across the service let alone
across the Council.  A great way to look at this is if someone vanishes
from a post. How easily would the organisation be able to pick up their
work programme and understand what was currently being done in that
post.  I fear that most people when they arrive in a new post (huge
assumption to simplify the argument) jettison what has gone before and
they go about organising the post and their work to suit their needs and
their approach.  In effect the are ram without being cognisant or aware
of the wider RM.

I am probably blurring the line between RM and Knowledge Management (KM)
but my concern is that RM is seen as something abstract about "records"
a mythical object that is created, held, and manipulated by someone
else.  In effect, I am suggesting a gold thread that links the frontline
staff, (anyone creating information that will become a record) through
he process by which it becomes a record within the system.

I agree that RM, in effect, is, to use the analogy of the body, the
central nervous system.  In that we do not consciously force ourselves
to breath in the same way that we consciously decide to walk.  In effect
it is all around us.  All of this leads me back to asking how we know
when it is done well?  Is it that good performance by Councils
demonstrates that they have an RM culture?  Is it that we know it by its
absence?

Best,

Lawrence



-----Original Message-----
From: The UK Records Management mailing list
[mailto:[log in to unmask]] On Behalf Of Donald
Henderson
Sent: 05 November 2009 09:19
To: [log in to unmask]
Subject: Re: What does good records management look like?

Keeping it as non-technical as possible, good RM satisfies the "temp
test". In other words, if you describe the filing system to a temp, can
they find a given piece of information in a reasonable time. If they
can, your systems are good.

Donald Henderson
Information Compliance Manager
Perth & Kinross Council


-----Original Message-----
From: The UK Records Management mailing list
[mailto:[log in to unmask]] On Behalf Of Lawrence
Serewicz
Sent: 04 November 2009 15:39
To: [log in to unmask]
Subject: What does good records management look like?

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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Securing the future... - Improving services - Enhancing quality 
of life - Making best use of public resources.

The information in this email is solely for the intended 
recipients. 

If you are not an intended recipient, you must not disclose, 
copy, or distribute its contents or use them in any way: please 
advise the sender immediately and delete this email.

Perth & Kinross Council does not warrant that this email or any 
attachments are virus-free and does not accept any liability for 
any loss or damage resulting from any virus infection. Perth & 
Kinross Council may monitor or examine any emails received by 
its 
email system.

The information contained in this email may not be the views of 
Perth & Kinross Council. It is possible for email to be falsified 
and the sender cannot be held responsible for the integrity of 
the information contained in it.

Requests to Perth & Kinross Council under the Freedom of 
Information (Scotland) Act should be directed to the Freedom of 
Information Team - email: [log in to unmask]

General enquiries should be made to [log in to unmask] or 
01738 
475000.

Securing the future... - Improving services - Enhancing quality 
of life - Making best use of public resources.

For any technical queries re JISC please email [log in to unmask]
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