Ruth edge presentation


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Ruth edge presentation

  1. 1. Changes in the Service Paradigm for Councils?Integrated, citizen-centric service delivery (vs answer depends on which Council department you talk to)?Electronic service delivery?Single source of information from Council?Whole of government integration and service delivery?Shared services across LG? Information management, and council records underpin ALL of the above
  2. 2. Quality Content is Critical to aQuality Service.?In all most all of councils services the quality of the information content they manage is just as critical as the asset in delivering a quality service. Local Laws Building Planning Rates Animal Occupation and Land use Property Management built form records Ownership records
  3. 3. Council Services are Ongoing But delivered at a point in time Service Continuity Whilst the service is delivered at a point in time, for example an M&CH consultation or a planning permit approval the decisions that accompany them are made in the context of the past and future. In order to make good decisions the service owner needs to know What has What is What is plannedhappened in the happening for the future past now
  4. 4. The Multi-headed Beast
  5. 5. The Multi-headed Beast at work CEO/Directors CouncillorsIT Manager Business Unit Manager Records Business Manager Systems
  6. 6. ?COLAC
  7. 7. Harness the BeastElectronicDocuments•Shared RECORD KEEPINGDrives FRAMEWORK•Team rooms•Quick places Policy & Guidelines•Twitter Create Review Version Strategy•SMS•Web Business Classification•Scanned Disposal Schedules Education & Awareness Compliance Monitoring & Assistance Reporting Hard Copy Management Reporting Files SYSTEM X Process, Rules & Email and Behaviours Tools & Systemsattachments Business Applications and Records Public Records Office Managed Victoria Disposal PROV
  8. 8. Aggravating the Beast FOI Requests @ Yarra Ranges 80 70 0 60 10 20 50 30 40 40 50 30 60 20 70 80 10 0 2007-8 2008-9 2009-10
  9. 9. Aggravating the Beast Council History ?Amalgamation 1994-1995 Greater Scrutiny on IM and RM ?Freedom of Information Act 1989 – FOI Commissioner ?VAGO Report Records Management in Vic Gov 2008 ?Changes to the Evidence Act 2010 ?PROV Standards 2009 – 2011 – ( from 5 to 214+ compliance measures) ?Public Records Act to be reviewed ?Public Sector Information Release Framework September 2011 ?Ombudsman and 2011 Work Safe Report - $$$ penalties
  10. 10. Calm the Beast ?In 2009/10, the MAV initiated the Step Enterprise Content Management (Records Management) Program to produce: ? a Records Management Better Practice Guide and checklist ?The development of an FOI Good Practice Guide and checklist ?The development of a Privacy Good Practice Guide and checklist
  11. 11. Calm, Slow, Easy Does it – theBeast RespondsGovernance?IM Committee – PROV, Business Analysts and IT?ECM Steering Committee – PROV Business Analysts and IT?Participating Councils?MAV Records Storage and Digitisation Executive Committee
  12. 12. Back-Scanning Shared Service Victorian Local Government Investment Logic Map PROBLEM INTERVENTIONS BENEFITS SOLUTION High Level Changes Assets needed Poor content Greater public Quality assured audit management & Assured protection transparency and All councils undertake process changes to legislation and preservation of accountability inare causing councils to councils critical periodic audit, analysis records. the area of and classification of all be more vulnerable to Council’s records. their records. adverse legal action. 20% Baseline of expected 15% records 35% Intrinsic valuation of record class Increasing customer Improved expectations & legal Council’s treatment of Risk assessment of rights to access responsiveness of records is based upon record class Effective discovery councils to a social, economic and council’s records is of council records. customers’ environmental fuelling demand & 25% requests for Retrieval schedule of stressing the system assessment of the information. 45% content. record class close to failure. 20% Disposal schedule of record class Current storage Electronic capture, Reduced costs and Councils collaborate in storage and delivery practice is exposing Efficient and exposure tocouncils to increasing effective storage and a shared service that technologiesrisk of failure in areas retrieval of council damages manages the lifecycle associated with logistics for both Classification andof business continuity records. legal actions. physical and electronic& evidence discovery. 25% metadata schemas 25% records. 30% Physical handling storage & logistics services A lack of capacity to Adequately Policy framework Reduced access expertise is resources whole of operational cost of Manage the collective leading to poor sector strategic Common quality strategic planning & records maintaining a transfer of permanent assured lifecycle inadequate customer management plan. council record. records to PROV. business processes service 15% 30% 15% Key Performance Indicators Benefit: Greater public transparency and accountability in the area of Council’s records. 15% KPI 1: description KPI 2: description Benefit: Improved responsiveness of councils to customers’ requests for information. 45% KPI 1: Decrease in the time taken to process FOI. KPI 2: Decrease in the average time taken to retrieve archived information Benefit: Reduced costs and exposure to damages associated with legal actions. 25% KPI 1: Decrease in the per case cost of defending legal action. KPI 2: Decrease in the % of cases for which council has to pay damages Benefit: Reduced operational cost of maintaining a council record. 15% KPI 1: Reduction in the unit cost of maintaining a council record KPI 2: description 31/08/2011 14Template Version 1.0 Facilitator David Platt Last Modified dd/mm/yyyy
  13. 13. Audit Begins The ECM Step Program Maturity Model How well are we doing it? Poorly Poorly Very Well Very Well Adhoc Managed Standardised Predictable Optimised Standardised Optimised Level 5 --Optimised Level 5 Optimised Processes and practices are continuously Processes and practices are continuously improved through innovation and organisational improved through innovation and organisational learning based on ongoing monitoring and review. learning based on ongoing monitoring and review. Level 4 -- Predictable Level Predictable Processes and practices are actively managed and and practices are actively managed and routinely measured to ensure delivery of desired measured ensure delivery of desired results. results. Level 3 - Standardised Level 3 - Standardised Processes and practices are defined, documented, practices are defined, documented, well understood and used consistently across the used consistently across the whole of the council council Level 2 - Managed Level 2 - Managed Processes and practices are defined to varying Processes and practices are defined to varying degrees but are not applied consistently. Basic degrees but are not applied consistently. Basic management controls and disciplines are in place. management controls and disciplines are in place. Level 1 - Adhoc Level 1 - Adhoc No systematic or formal approach exists in relation No systematic or formal approach exists in relation to this component of records management activity. to this component of records management activity. Processes and practices are fragmented or Processes and practices are fragmented or nonexistent. Where processes and practices exist nonexistent. Where processes and practices exist they are applied in an ad-hoc manner. they are applied in an ad -hoc manner.
  14. 14. Highest Possible Score6 1 Policy 2 Strategy5 3 Responsibilities 4 Capability4 5 Performance Mgt 6 Compliance & Risk 7 Security Mgt3 8 Disposal 9 Business Process Mgt2 10 Electronic 11 Enterprise Applications1 12 Digital Conversion 13 Physical 14 Store-preserve Digital0 15 Store-preserve Physical 1 16 Deliver Yarra Ranges ECM Health Audit November 2009 17 Enable Security Services
  15. 15. Action Priorities Achieved?1. Strategic Management ? Records Management Policy endorsed and promoted ? Records Management Procedures and Advices developed, promoted ? Records Management Awareness Training commenced?2. Records Capture ? Training Needs Analysis for ECM system ? Commence development of council-wide procedures for records capture and maintenance?3. Store and Preserve ? Develop and implement Archives Strategy and Plan ? Commence preservation of vital records through Scanning
  16. 16. Action Priorities in Progress?4. Deliver ? Process Mapping to identify potential improvements commenced ? Business terms ? System improvements ? Analysis for further training?5. Security Services ? Incorporate Access databases into major corporate systems to ensure compliance with record keeping requirements ? Update the IT Security Policy and Operational Procedures, publish and apply
  17. 17. ECM (Records Management)Awareness?Lift the profile of records management as good for business?Inform on staff rights and responsibilities?Provide guidance on good practice?Promote a culture of good record keeping – “This is the Yarra Ranges Way”?Promote collaborative learning and customer- centric development of DataWorks (ECM) and system integration for a single source of truth
  18. 18. Correspondence Creation / ReceiptIN / OUT / INTERNAL 1. Australia Post Other Business Systems 2. Central Fax / Email 3. Email to Pathway Network Individuals Email 4. Fax to / from Dept 5. Customer Service / Links 6. Network SOE 7. Business Systems 8. Telephone Interoperability Dataworks
  19. 19. Harness the Beast Ride on?Dealing with the painful past ?Back Scanning and storage?Changing work practices?Building innovation?Collaboration across professions and sectors
  20. 20. Moving Forward Improvement Challenge Performance standards and public reputation rely on accurate records … Failure to effectively implement sound administrative practices and professional standards can compromise an agency’s functions, undermine its credibility and impact negatively on the public’s perception of it and the public sector in general. Worksafe Ombudsmans Report
  21. 21. Moving Forward Improvement Challenge Marian Wright Edelman: ‘We must not, in trying to think about how we can make a big difference, ignore the small daily differences we can make which, over time, add up to big differences that we often cannot foresee’