Strategic Planning for Records Management

1. Strategic Planning for Records Management OAMR Conference September 18-19, 2014 Oregon Association of Municipal Recorders

2. Goals for this Workshop Plan strategically for records management, including a mission and values statement and goals and objectives How to develop buy-in among elected officials and staff Tools for training staff Develop a comprehensive approach to planning for a citywide clean-up day

3. Background Oregon City – oldest incorporated city west of the Rocky Mountains Records dating back to 1844 End of the Oregon Trail Pioneering spirit continues!

4. Oregon City – Before/After

5. Storage Containers

6. There is HOPE!

7. City Manager Buy-in Critical step: Consult your city manager to obtain support and buy-in

8. If you want to be an instrument of change, you will be alone in your quest. Author Unknown

9. Where to begin? Basic business management principles… Conduct a needs assessment & analyze results Identify the problem Develop a strategic plan Consult operating budget Analyze alternatives Implement plan Measure results

10. Needs Assessment Survey your department directors: • Does your department retain its records according to State retention schedules? • Where are the original copies of your records stored? • Name the media types associated with your records? • Have staff members ever received training in records retention? • Have staff members ever received training in e-mail or social media policies?

11. Identify the Problems • Records stored in container in parking lot; attic at Public Works; any shelf, closet, cabinet, or corner (Records not readily accessible) • Storage areas are not climate controlled • Inadequate records destruction practices • Poor use of retention schedules • Staff inadequately trained • Historical records at risk • Inadequate staff

12. Starburst Tool:To help identify the problem Requires critical thinking skills Identifies the problem in the center of the star Generates responses to explore issues and ideas Evaluate the issues and ideas into 5 categories Each point of the star is bursting with ideas! Analyze the results See Bibliography, items 1 and 2

13. Develop a Strategic Plan • Basic Elements: • Values • Vision • Mission • Goals • Objectives • Measurements

14. Values What is important to you and your city’s staff/elected officials concerning public records?

15. Vision A vision statement answers the question, “Where do we want to go?” Does not answer the question, “How will we get there?” Hopes and dreams for the future.

16. Mission Statement What is the mission – the assignment, the undertaking, the purpose – that is being targeted? A mission statement is an unchanging declaration of the department’s purpose. The City Recorder’s Office will provide ready access to public records to the Citizen, the Public Servant, and the City Commission at the right time, to the right person, at the right cost, and for as long as needed.

17. Strategic Goals Goals flow from the strategic vision and mission and reflect the lifecycle of records.

18. Life Cycle of a Record

19. Goal 1 Public records are created, identified, appropriately scheduled, and managed according to retention requirements.

20. Goal 2 Electronic public records, including digital recordings, electronic mail, digital communications, and social media records, are controlled, preserved, and made accessible according to retention requirements.

21. Goal 3 Increase transparency of City Government by ensuring that public records are easy to access regardless of where they are or where users are for as long as required by records retention regulations.

22. Goal 4 All public records are preserved in an appropriate environment.

23. Goal 5 Strategically manage, educate, and align staff, technology, and processes to achieve the mission and provide a means to measure the performance.

24. Objectives An objective is the roadmap to reach the organization’s destination (goals).

25. Buy-in: Very Important!! Finalize a draft of the Strategic Plan. Get city manager’s support Present to elected officials for buy-in

26. TIMELINE – Need 4 months

27. TIMELINE

28. TIMELINE

29. Preparing for the “Day” Contact local garbage company – reserve dumpsters and recycle/trash bins Contact shredding company – arrange for shred visits Determine storage options – onsite? offsite? Contract with company? Order boxes, labels, other supplies Order T-shirts for liaisons

30. Preparing for the “Day” Decide on whether to close city hall Notify public/deliveries/inspectors/etc. of the closure Make signs for building for bins, doors Compile a “legal hold” list Order food for staff Contests – yes? no? Buy prizes! Notify local news

31. Preparing for the “Day” Did you know? e-mails – a surprisingly effective manner of communicating bits of information FAQ on Shred Day – use the survey results to develop a FAQ list. LAUNCH THE SHRED DAY! Track the pounds of recycling and garbage for measuring/stats

45. Measure Results Facts & Figures from Grateful Shred Day: • 215 Boxes were taken to Recall for long-term storage • 1,290 gallons of paper shredded • 5,400 lbs. of recycling collected • Freed up 3,468,688 KB of space by deleting e-mail. • 56,475 items were deleted from e-mail storage.

46. Today… 700+ boxes stored offsite in permanent, climate-controlled storage Retention schedules are used Bi-annual records destruction takes place Same records liaisons are still in place Scanning projects have increased THE CULTURE CHANGED A clean city hall to be proud of

48. Bibliography Brainstorming vs. Starbursting. Retrieved March 17, 2004 from http://www.shutterport.com/learning_center/tips/index.cfm De Janasz, S., Dowd, K.O., and Schneider, B. (2002). Interpersonal skills in organizations. New York: McGraw-Hill

49. Thank you!