IT AND DATA
Whose data is it anyway?
John Culkin, director of information management at Crown Records Management, on unlocking the myths of information management.
I
nformation has been described as the lifeblood of an organisation, yet many organisations struggle to answer basic questions, such as ‘what information is important and where is it?’ If these days it’s all about the data, then isn’t it IT’s job to know all about it? Who is responsible for information management?
Most people react to being told that they are responsible for it with, “well I’m not sure about that, isn’t that IT’s responsibility?” This is probably unfair and untrue when you consider the amount of printed material, emails or forms on desks, in folders and fi ling cabinets.
Information management is not a technology issue, it’s an organisational issue, but one in which technology plays an increasing role.
An organisation’s Chief Information Offi cer or head of IT may ensure data centre backups are run over night and go to great efforts to secure their networks, but that doesn’t encompass or safeguard all the information an organisation has within it.
Computer systems undoubtedly have an important role to play and it’s not unknown for organisations to have various and sometimes multiple (not always compatible) systems for document, content, records or case management, separated into local fi ling (both electronic and physical), archive storage, intranets, websites and the ubiquitous email.
Without a well-defi ned information management strategy this situation will typically be repeated as different systems are changed or ‘upgraded’. Information does not necessarily mean data, but to understand and use both effectively it is essential to have some sort of inventory and classifi cation scheme to enable any chance of an effective governance model.
At the most basic level, without knowing what information is held by an organisation and what are vital records or other documentation,
it’s going to be diffi cult to manage the lifecycle of any documentation effectively. This makes even one of the most basic tasks of records management – retention periods – diffi cult to undertake when defensible destruction of unrequired records is often a key regulatory requirement.
People are sadly sometimes the least involved or considered when it comes to information management. Their involvement should encompass more than choosing secure passwords or using a fi lling system. Senior management support is vital to ensure any governance model is suitable, effective and implemented on a day-to-day basis.
Policies have to meet the obligations that regulations place upon them whilst at the same time supporting effective services to the public. It’s not just a challenge for the IT department; it includes everyone, from those involved in purchasing or organising systems to those implementing and using them.
Everyone has a role to play in promoting good information management and keeping data secure, from the senior politician carrying confi dential documents in front of photographers to staff working from home disposing of offi ce paperwork.
The widespread promotion of big data, cloud and digital or web services seems to assume that the more basic and less technical information management practices are already in place; but is this true?
One of the oldest adages in computing is ‘garbage in, garbage out’. But what if you don’t know what is garbage and what is vital information? Putting your ‘garbage’ into the cloud is not a solution – yet many technology vendors are prescribing something similar.
Maybe it’s about time we started to ask suppliers how the quality of information is maintained and designed to fi t with your policies.
These days the Information Commissioner’s Offi ce is fi ning public sector bodies increasingly large amounts for
breaching individuals’
privacy. These stories are becoming increasingly common and often portray a technical failing.
Yet these fi nes are paid by organisations funded by taxpayers, who effectively pay back money to the Treasury coffers.
Maybe a new approach is required whereby the organisation’s failure to manage information successfully is linked to senior executive bonuses; then perhaps more attention would be paid to organisational responsibility for information, rather than it being perceived as a technical problem.
Aligning organisational and IT needs requires a common understanding of information. Typically both sides are talking about the same things but fail to understand each other. Information
management practiced well
provides the common vocabulary to enable successful project and service delivery.
Sometimes it’s hard to know where to start to establish a clear path through the large amounts of information organisations must deal with, but organisations such as Crown Records Management have the knowledge and experience to help facilitate that process of understanding, which is needed before you even start to think about technology.
Only when an organisation considers their systems, information and people together as a package will they be able to start understanding whether the information they hold really is the vital lifeblood of their organisation and if it’s healthy or needs a transfusion.
John Culkin
FOR MORE INFORMATION
www.crownrms.com
public sector executive Sep/Oct 13 | 51
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