Restructuring Current Records Systems: a Procedures Manual

MANAGING PUBLIC
SECTOR RECORDS

A Training Programme

Restructuring Current

Records Systems:

A Procedures Manual

INTERNATIONAL
COUNCIL ON ARCHIVES / INTERNATIONAL RECORDS
MANAGEMENT TRUST

Managing Public Sector Records: A Study Programme

Restructuring Current Records: A Procedures Manual

Managing Public Sector Records

A Study Programme

General Editor, Michael Roper; Managing Editor, Laura Millar

Restructuring Current Records: A Procedures Manual

International Records International
Management Trust Council on Archives

Managing Public Sector Records: A Study Programme

Restructuring Current Records: A Procedures Manual

© International Records Management Trust, 1999. Reproduction in whole or in part, without the express written permission of the International Records Management Trust, is strictly prohibited.

Produced by the International Records Management Trust

12 John Street

London WC1N 2EB

UK

Printed in the United Kingdom.

Inquiries concerning reproduction or rights and requests for additional training materials should be addressed to

International Records Management Trust

12 John Street

London WC1N 2EB

UK

Tel: +44 (0) 20 7831 4101

Fax: +44 (0) 20 7831 7404

E-mail:

Website: http://www.irmt.org

Version 1/1999

MPSR Project Personnel

Project Director

Anne Thurston has been working to define international solutions for the management of public sector records for nearly three decades. Between 1970 and 1980 she lived in Kenya, initially conducting research and then as an employee of the Kenya National Archives. She joined the staff of the School of Library, Archive and Information Studies at University College London in 1980, where she developed the MA course in Records and Archives Management (International) and a post-graduate research programme. Between 1984 and 1988 she undertook an onsite survey of recordkeeping systems in the Commonwealth. This study led to the foundation of the International Records Management Trust to support the development of records management through technical and capacity-building projects and through research and education projects.

General Editor

Michael Roper has had a wide range of experience in the management of records and archives. He served for thirty-three years in the Public Record Office of the United Kingdom, from which he retired as Keeper of Public Records in 1992. He has also taught on the archives courses at University College London and the University of British Columbia, Canada. From 1988 to 1992 he was Secretary General of the International Council on Archives and since 1996 he has been Honorary Secretary of the Association of Commonwealth Archivists and Records Managers (ACARM). He has undertaken consultancy missions and participated in the delivery of training programmes in many countries and has written extensively on all aspects of records and archives management.

Managing Editor

Laura Millar has worked extensively not only as a records and archives management consultant but also in publishing and distance education, as an editor, production manager and instructional designer. She received her MAS degree in archival studies from the University of British Columbia, Canada, in 1984 and her PhD in archival studies from the University of London in 1996. She has developed and taught archival education courses both in Canada and internationally, including at the University of British Columbia, Simon Fraser University and the University of Alberta. She is the author of a number of books and articles on various aspects of archival management, including A Manual for Small Archives (1988), Archival Gold: Managing and Preserving Publishers’ Records (1989) and A Handbook for Records Management and College Archives in British Columbia (1989).

Project Steering Group

Additional members of the Project Steering Group include

Association of Records Managers and

Administrators (ARMA International): Hella Jean Bartolo

International Council on Archives: George MacKenzie

Project Management Consultant: Tony Williams

University College London: Elizabeth Shepherd

Video Production Co-ordinator: Janet Rogers

Educational Advisers

Moi University: Justus Wamukoya

Universiti Teknologi Mara: Rusnah Johare

University of Botswana: Nathan Mnjama

University of Ghana: Harry Akussah, Pino Akotia

University of New South Wales: Ann Pederson

University of West Indies: Victoria Lemieux

Project Managers

Lynn Coleman (1994-6)

Laura Millar (1996-7)

Elizabeth Box (1997-8)

Dawn Routledge (1999)

Production Team

Additional members of the production team include

Jane Cowan

Nicki Hall

Greg Holoboff

Barbara Lange

Jennifer Leijten

Leanne Nash

Donors

The International Records Management Trust would like to acknowledge the support and assistance of the following:

Association of Records Managers and Administrators (ARMA International)

British Council

British High Commission Ghana

British High Commission Kenya

Caribbean Centre for Development Administration (CARICAD)

Canadian International Development Agency (CIDA)

Commonwealth Secretariat

Department for International Development (East Africa)

Department for International Development (UK)

DHL International (UK) Limited

Foreign and Commonwealth Office Human Rights Fund

Hays Information Management

International Council on Archives

Nuffield Foundation

Organisation of American States

Royal Bank of Scotland

United Nations Development Program

Restructuring Current Records Systems: A Procedures Manual

Prepared by the staff of the International Records Management Trust.

Contents

Introduction 1

Phase 1 Preparing for the Project 3

Phase 2 Collecting Data 5

Phase 3 Decongesting Offices of Closed Files 9

Phase 4 Analysing Data and Designing the New Records Systems 11

Phase 5 Introducing the New System 15

Phase 6 Monitoring the System 21

Appendix 1 Letter Appointing Facilitator and Restructuring Team 24

Appendix 2 Example of a Gantt Chart 28

Appendix 3 Interview Sheets 31

Appendix 4 Records Survey Form 36

Appendix 5 List of Supplies Required to Restructure a Records Office 41

Appendix 6 Introduction to Business Systems Analysis as a Tool
for Organising Records Logically 44

Appendix 7 Construction of a Controlled Vocabulary 47

Appendix 8 Records Centre Transfer List 56

Appendix 9 List of Project Documentation to be Forwarded
to the Records Centre 58

Appendix 10 Measuring Records Office Performance 60

Introduction

Introduction to Restructuring Current Records Systems: A Procedures Manual

Well-structured record-keeping systems, designed to support the functions of public sector agencies, are essential if the agencies are to operate efficiently and effectively and are able to account for their decisions and actions. The aim of this manual is to help records and archives staff introduce sound records management systems within records offices (formerly called registries). This introduction of new systems must be done in a planned fashion, on the basis of a clear understanding of the agencies’ functions and requirements. Where there has been little previous guidance in this area and control systems have been ineffective or have fallen into disuse, it is likely that large quantities of closed files may have accumulated in valuable office space, making it even more difficult to retrieve records.

This generic procedures manual sets out the phases and steps involved in developing well-structured record-keeping systems and handling backlogs. It describes the means of acquiring relevant data about existing records and their use, clearing the backlog of closed files from active office space while arranging to preserve those with ongoing value, analysing record-keeping requirements and designing, installing and monitoring new systems. Depending on the circumstances of the programme, some steps may come sooner or later than listed. Other steps may take place concurrently or may be omitted altogether if not appropriate.

As new systems are established, records office staff need training in the procedures needed to maintain these systems. These procedures are examined in the module on Organising and Controlling Current Records and in a separate manual in this series called Managing Current Records: A Procedures Manual. The system of analysing an agency’s record-keeping requirement is explored in greater depth in the training module in this programme on Analysing Business Systems.

Restructuring Current Records: A Procedures Manual

1

Terminology

In this manual, ‘records office’ is used to refer registries or any unit that creates and maintains current files. The manual refers to ‘archival institution’, ‘records office’, ‘records centre’ and ‘records and archives institution’ in a generic sense. The body that controls the archival institution, records centre and records offices is referred to as the ‘records and archives institution’. In some government or business situations, the archival facility may take on all record-keeping functions. Note that the term ‘archives’ is displayed in lower case when referring to the materials; the term ‘archival institution’ is used when referring to the agency itself. Users should apply appropriate terminology for their specific situation, such as ‘national archives’, ‘provincial records centre’ or ‘corporate records office’.

Appendices

The appendices at the end of this manual include specific instructions, forms and samples for the various procedures discussed.

Restructuring Current Records: A Procedures Manual

62

Phase 1

Preparing for the Project

In the first phase, the terms of reference for the restructuring exercise are defined and agreed, and organisational arrangements put in place.

Step 1: Defining the Project

1. The head of the records and archives institution, or his or her representative, meets the head of the agency to ensure that the agency is fully committed to the restructuring exercise and that all necessary support will be forthcoming.
2. The head of the records and archives institution and the head of the agency then agree in writing the precise terms of reference and the time scale for the exercise. These are circulated to the agency staff and any other interested parties. They define the following:

·  What is the scope of the exercise and what it will involve?

·  Who is responsible for what?

·  What are the expected outcomes?

·  What is the cost?

·  What is the time scale?

1. The head of the agency is asked to appoint a facilitator for the exercise and to define his or her responsibility in writing (see Appendix 1), and send a copy to the head. No further arrangements should be made until this has been done. The facilitator must be of sufficient seniority to act as a catalyst and mediator throughout the exercise. Once the facilitator is appointed, all requests and queries regarding the project must be coordinated through him or her. The facilitator should normally be the person who will be the line manager of the records office once the restructuring exercise is completed.

4.  The records and archives institution has overall responsibility for all restructuring exercises. It appoints a restructuring team and a team leader. The composition of the team may vary according to the nature of the task. The roles and responsibilities of the leader and team are outlined in Appendix 1.

5.  The team leader and the facilitator meet and discuss the terms of reference for the restructuring exercise, including its scope, timetable and any costs involved.

6.  The team leader briefs the restructuring team on the terms of reference and the methods of undertaking the exercise, and introduces the team to the facilitator.

7.  If records office staff have not received appropriate training in preparation for the restructuring exercise the team provides training prior to the commencement of the exercise.

8.  The team makes a presentation to the senior and middle management of the agency. The head of the agency may wish to be involved in the session. The team leader and the facilitator play key roles in introducing the contents of the presentation.

Step 2: Organisational Arrangements

1. The team leader draws up a schedule of activities. It can be helpful to use a Gantt chart, where the numbers on the vertical line represent phases or activities and the numbers on the horizontal line represent time in days or dates (see Appendix 2). The schedule should take account of staff leave (both agency and restructuring team), agency activities and public holidays. The chart should cover activities related to each phase of the exercise.
2. The team leader meets the facilitator to explain the schedule, to agree regular meeting times throughout the restructuring exercise and to obtain security clearance for the team members to view confidential files. The facilitator is asked to confirm the security clearance in writing. Weekly meetings of about half an hour are recommended to review progress and resolve problems. It is helpful to keep a file note documenting discussions, with a copy sent to the facilitator.
3. The team leader and the facilitator agree on a designated working area for the team within the agency. They need to agree whether the agency will supply labour to assist with cleaning/painting the records office and moving the furniture and will purchase supplies for this exercise such as paint for the walls, varnish for the desks and, if the team thinks it a good idea, a plant to decorate the records office.
4. The facilitator advises action officers of the nature and objectives of the exercise, time scale and schedule of activities, including the need to carry out interviews. He or she explains that action officers should refer any information or problems to him or her and that during the exercise no records should be moved to another location without the knowledge of the team.

Restructuring Current Records: A Procedures Manual

62

Phase 2

Collecting Data

In this phase, background information about the agency is collected and a survey of the agency’s records carried out.

The records survey (also known as a records inventory or audit) provides a picture of the records and information structure of an agency and how the records are, or should be, managed. It is a comprehensive and systematic gathering of information about records created and received by an agency. It enables the restructuring team to

·  find out what records exist

·  locate the records and understand how they are used

·  identify and resolve record-keeping problems

·  develop retention schedules

·  raise the profile of records work and stimulate interest.

Interviews with senior staff and records staff (see Phase 4, Step 1) may also begin at this stage. This will help the team to understand the agency’s functions and operations and its information needs.

Step 1: Collecting Background Information

1. The team leader and the facilitator collect the following background information to help with the analysis of the structure, functions and records of the agency. All material collected should be dated and the source of the material should be noted. The types of information to be collected include

·  histories of the agency and any immediate predecessors

·  organisational charts

·  work plans

·  reports on the work and functions of the agency