Case Study – Airservices Australia
Case study for the implementation of an EDRMS
The Shared Services Branch implemented an EDRMS to better manage information in shared drives. Traditional classification structures were redesigned to suit new procedures and customers were encouraged to scan and digitally lodge completed forms. Results include fewer records in offsite storage and the Records Unit now manages compliance levels with quality assurance requirements.
Airservices provides air navigation services across Australian and oceanic airspace, covering 11 per cent of the earth's surface. Over 4 million aircraft movements and 137 million regular passenger transport movements are managed by Airservices each year.
Airservices operates in an information rich environment which supports both the operational and non-operational sides of the business. The organisation is geographically dispersed and has in the vicinity of 4,000 employees.
The initial step on our digital transition involved a pilot group of 60 staff members from the Shared Services branch being introduced to EDRMS. This case study focuses on the adoption of digital transition by our Shared Services branch which, after having started to utilise the EDRMS, continued to transition the majority of their physical processes into digital ones to better manage their information and enhance their work practices.
Airservices determined that an EDRMS was required to allow the vast quantities of information held in unstructured repositories to be managed in a logical and compliant way. The main aim was to break down the barriers of repositories so that information could be accessed more easily and therefore shared and used more effectively, adding value to that information.
An additional objective was to reduce the amount of inactive physical records being sent to offsite storage. Consequently, this reduction in the amount of physical records being stored in offsite storage would result in a considerable money saving undertaking for Airservices.
The pilot undertaken within the Shared Services branch was to achieve the following:
- Transition a large number of shared drive directories into a logically, consistently structured taxonomy that reflected business practices;
- Achieve easier and more consistent access to information by more Shared Services staff to improve their customer service;
- To reduce the amount of time the team spent on physical filing and referencing physical folders so they could concentrate on their core role;
- Move their processes to a pure digital form within the EDRMS.
From an Enterprise perspective, a decision was made to completely redesign the traditional Function/Activity/Transaction Business Classification Scheme to reflect a more contemporary method to attract users to utilise it for their containers. The redesign was based on the adoption of the hash tag (#) classification in Twitter and other social media.
To this end, the Records Management Unit (RMU) designed a mechanism by which only Activities are presented to the user for attachment to a folder. Behind the Business Classification Scheme, the relevant disposal classes were restructured to allow more flexibility for the RMU to review and adjust them, based on the records, once the folder becomes inactive. This meant a re-think on how that information would be configured in the EDRMS for use by Airservices.
Further, it meant re-working the RMU business rules for managing disposition, the application of disposal classes, and the eventual lawful disposal of information. The development and adoption of an Instrument of Delegation for records is a foundation document for this renewed process. This document explains the accountabilities for lawful disposal of information and reflects the rigour of such a decision by Airservices and the RMU.
Another innovation incorporated in the design of the system was the use of “dividers”. This allowed the Remuneration Services team within the Shared Services branch to reflect on the way they organise their work. This was done in consultation with the Human Resources branch to ensure alignment with the future development of Personnel folders within the EDRMS environment. The fact we could replicate the Remuneration Services team's current work practices in the configuration meant that adoption was more successful, and it laid the platform for further digitisation of older physical folders.
The Remuneration Services team then went a step further in the take-up of the system by starting to exhort their customers to scan and email forms to them so that the information could be managed digitally in the EDRMS. Faxes received from remote locations were also digitised and stored in the EDRMS. This process was designed in conjunction with the Corporate Archives Coordinator to ensure compliance with GRA 31 to ensure the integrity of the information being digitally managed.
The results of the implementation of the EDRMS within the Shared Service branch are best demonstrated in a before and after view:
TRIM held some 560,000 objects (physical) prior to the upgrade to HP TRIM becoming the EDRMS. This number was attained over a 13 year period.
In the 16 months since HP TRIM became Airservices' EDRMS, 619,000 new objects were registered in the system by the 60 staff members from the Shared Services branch. Of the objects registered, in excess of 520,000 are documents. This represents an average of 32,500 documents being registered and managed in the system per month. These numbers reflect the adoption of the system by the users to be a favourable and easy one.
Furthermore, since the introduction of the EDRMS, Shared Services has seen the number of physical records being sent to and retrieved from offsite storage every month decline by approximately 15 per cent. Although we are yet to see a significant cost saving for the storage of physical records, we are starting to see a slight fall in these costs which will amplify once the EDRMS moves out of the pilot stage and into full production.
The RMU has developed and is implementing a Quality Assurance framework for Airservices' information managed in the EDRMS. This represents the shift of the RMU's work from being record makers and trackers to actually "managing" the information in the system to ensure it meets appropriate compliance requirements.
The result of all of the above work has allowed a platform to be in place that allows for the introduction of SharePoint to integrate with HP TRIM and extend access to the system to the broader Airservices population.