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Empowering information management through technology

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  1. Empowering information management through technology Left click to move through slides The journey to 1 William Street

  2. Empowering information management through technology For the Department of State Development (DSD) and Department of Infrastructure, Local Government and Planning (DILGP)

  3. Empowering information management through technology Information provided by Sue Biggs - A/Manager DSD Information Management Unit

  4. Key drivers • Move to 1 William St on 22/10/2016

  5. Key drivers • Move to 1 William St on 22/10/2016 • Modern workspace with minimal onsite storage

  6. Key drivers • Move to 1 William St on 22/10/2016 • Modern workspace with minimal onsite storage • Great opportunity to rethink and change the IM strategy and culture across DSD & DILGP May look familiar?

  7. 1WS move goal • Less paper • Client understanding of what information needed to be kept • Uptake in the use of technology • Collaborative thinking and working • Mobility in and around the new workspaces Where we want to be

  8. Lot of challenges

  9. Low information management culture • Rated as 1/5 in June 2014 • Lots of reasons - several MoG changes and staff turnovers • Focus on teaching the use of the eDRMS tool and maybe loosing focus on the basic IM awareness training Key IM challenges

  10. Low information management culture High onboarding and exiting ratios Key IM challenges • Business models - high profile projects and turnaround times • Resulting in large number of staff joiners and leavers every 6 to 12 months • Hard to build and sustain any IM culture

  11. Low information management culture High onboarding and existing ratios Key IM challenges • Average age demographics 35 to 55 • On average - staff ages identified as between 35 to 55 • Also tending to have basic technology skills

  12. Low information management culture High onboarding and existing ratios Key IM challenges • Average age demographics 35 to 55 • Dependency on paper based processes • Printed emails • Myth that physical and virtual files must always match Paper dependent processes

  13. Low information management culture High onboarding and existing ratios • In Nov 2014 over 3 kms of paper and files onsite stored in every available cupboard, compactus and bookcase • Estimated annual growth was 20% Key IM challenges • Average age demographics 35 to 55 Over 3 kilometres of paper & files onsite Paper dependent processes

  14. Mishmash of computer and laptops • Hard drives taking up space on desks • Clunky keyboards • Mostly 1 small and medium size monitor • Some use of standalone portable hard drives and USBs and CD burners Low information management culture Reliance on old technology High onboarding and existing ratios Key IM challenges • Average age demographics 35 to 55 Over 3 kilometres of paper & files onsite Paper dependent processes

  15. 12 Strategies to prepare

  16. To survive the move to 1WS • Once there - to thrive in the new modern paper lite workspaces 12 Strategies to prepare

  17. 1. Allowed time to plan

  18. Important to take the time to plan. • Planning was seen as critical in identifying the following key target areas: • What was the current and the future state • What needed to change and in what order • Senior executive buy-in and appetite for change • Key stakeholders and known existing partnerships • Who were the previous early adopters • Resourcing and logistic issues • Change management and comms strategies • What was going to be the new technology • What mobility strategies would be needed 1. Allowed time to plan

  19. But in reflection it was time well spent • Gave direction and a way forward • Provided a breakdown or chucking of high and low level tasks, • Assigned ownership to components of work • Created action plans which would roll up to great outcomes. 1. Allowed time to plan

  20. 2. Gauged baseline measures

  21. Gauging baseline measures for success were a priority • These measures provided a way of reporting progress and success on different levels • There were 3 key areas measured 2. Gauged baseline measures

  22. 2. Measured paper and files

  23. In mid-2014 an indicative measure of paper, files, suspension folder and reference material in linear meters was undertaken by a commercial contractor • These measures were converted into formulated coloured excel spreadsheets with pivot tables and graphs • We performed subsequent measures March and Aug 2015, Feb and June 2016 • Results were recorded each time on a tablet and instant results of progress shown to staff as we went around each business team 2. Measures for paper and files 2. Measured paper and files

  24. 2. Identified paper based processes

  25. The focus had been to measure the volume of paper and files but manual paper based business processes were also identified during these audits. • Usage stats for the eDRMS (known as the Source) across each business unit provided evidence of baselines and uptake rates. • The entry and exit points of information were also indicators of differing formats as well as volume. 2. Identified paper based processes

  26. 2. Change appetite

  27. The audits provided observations on the willingness to change. These included: • The tech skill level of the staff • The usage of other information stores - G Drives, home drives, USB, and portable hard drives. • Barriers to change - physical and perceived • Those keen to come on the journey • Effectiveness of current training and awareness programs • Communication opportunities • Key stakeholders and suitable transition champions 2. Change appetite

  28. 1 William St move on 30/9/2016 3. Back to IM basics • Great opportunity to rethink and change the IM culture across DSD & DILGP

  29. The real work for the IM team began early in 2015 • Back to basics was our motto - What records or information do you need to keep? • All admin officers were walked through the process - sort, keep and file or shred • They understood there information • Team meeting followed - back to basics message • General storage areas were cleared first – less impact on the rest of the staff • Benefit of this hard work was an increase in recordkeeping awareness in audit conducted in early 2016 to 3/5 3. Back to IM basics

  30. 4. What technology would replace paper

  31. With paper reducing, refocus on options in the technology space where important for transition. • Some of the initial work was around: • Physical maps - change was spearheaded by the IMT geospatial team • Moving staff to electronic spatial datasets assisted in this space • Identification of road warriors (roles based in the field) required a solution working away from the office with a 4G capacity - assessing the right tablets for the job was driven as a priority for IT • The electronic needs of the VIP's was also priority and assigned to key contacts within IT to provide simple but business focused options 4. What technology would replace paper

  32. 5. Started building strong client relations

  33. Building strong relations and partnerships was been a critical component • Meaningful conversations around pain points and change to - "How can we assist" was our motto • Any perceived images of us as the paper filing people quickly disappeared • We came to the table as professional partners working towards a united goal • The partnerships built still remain very valuable • We have forged great relations with our customers • We understand their business and their specific needs • We have knowledge about who are the real movers and shakers within these groups 5. Started building strong client relations

  34. 6. Worked to reduce paper and files

  35. Reduction of paper and files has been a monthly occurrence since January 2015 • Teams agreed on quarterly reduction targets • Electronic transition strategies were discussed • The promise '‘We will be back” proved to be a very powerful statement • It spurred senior managers and staff to engage and reduced before the next audit • We used the power of the intranet and group newsletters to spread good news stories • Business teams help sort, file and box • As at June 2016, 2.8km of paper sorted and originals filed and approx. 100,000 physical files transferred to offsite storage 6. Worked to reduce paper and files

  36. 7. Piloted electronic business processes

  37. The mood started to change in Jan 2016 • Electronic management of information was spreading • Teams started to discuss openly reducing future paper stores • Mapping business processes was now common • Printing emails was ceasing and saving the new business as usual practice • Pilot for new electronic processes were appearing. • More request for training were being received • Number of electronic approvals in the Source were increasing 7. Piloted electronic business processes

  38. New organisational focused BCS had been 70% completed and uptake increasing • One planning legal team commenced electronic court lodgements processes and pushed back to solicitors to follow electronic processes. They are 95% paperless • Several internal committee approval process, agendas and minutes being managed electronically • Taking tablets to meetings was starting to become the norm and using OneNote to take notes standard practice. • These notes were being converted to PDF, saved in the Source and distributed electronically 7. Piloted electronic business processes

  39. 8. IM & IT needed to unite

  40. Can't emphasise the important of partnering with the IT teams • We joined the DSD IT team mid 2015 under the brand Information Management and Technology Branch - IMT • Getting to understand IT language, thousands of acronyms etc. hasn't been easy • But believe me it is well worth the effort • As the WOG information management strategy hits it is so important to understand enterprise architecture layers, QGCIO baseline reporting requirements, development of information asset registers, cloud based environments and the SAAS (Software as a Service) offerings to name a few. 8. IM & IT needed to unite

  41. Technology is changing daily and if you are not in the space you will definitely be left behind. • Google has become my best friend over the years and if I don't know something in the IT space I look it up and go to the meeting with a broad understanding of the concept • The IT teams are happy to fill in the gaps for me • Having some understanding of the IT language and technology and having a great working partnership with my IT colleagues has definitely assisted me in working with clients when discussing mobility and technology 8. IM & IT needed to unite

  42. 9. Learnt about the new workspace

  43. The project change coordinator worked tirelessly to assist us all in understanding the new work and collaborative spaces • IMT where across the new technology and how it will improve the ability to work across several work areas • Mobility has seen the rollout of tablets and generic docking station to any staff • Staff are being issued 2 larger screen to support improved technology outcomes • VOIP phones connected direct to the network have been a BAU item across both departments for over 18 months 9. Learnt about the new workspace

  44. 10. Refocus on training and awareness

  45. There have been lots of opportunities in the training space • IT traditionally aren’t advocates for training but we saw the need and filled the gap • We created a utube type tutorial in time for the first rollout of tablets in July 2016 • Following a series of room based training offered by an external provider we created simple Tips and Tricks sheets for current and future use • We are trying to be more creative in this space and experimenting in different mediums to deliver more meaningful task based modules - it’s a fun place to play and learn 10. Refocus on training and awareness

  46. 11. Assisted with tablet rollouts

  47. We assisted with the IMT rollout planning of all tablets • We did the follow-up walk rounds offering assistance after the techno's had completed the install • This helped build additional skills in our team • Showed our clients that we were not just records staff but were happy to extend our skills in assisting in the IT space 11. Assisted with tablet rollouts

  48. 12. Developed a new digitisationdisposal schedule

  49. Wanted to reduce the associated admin and monetary costs associated with low risk never retrieved temporary administrative records • Following 6 months of intense consultation with key custodians across both agencies - assessed administrative and legal risks and agreeance on a scanning and verification criteria • In June 2016 the DG's for both departments approved an internal disposal schedule for scanned temporary record types • Information session have been conducted and we will continue to work with admin staff to embed a BAU approach for this digitisation strategy 12. Developed a new digitisationdisposal schedule

  50. We have celebrated our journey so far