- •Code of Professional Responsibility. – Availble at: http://www.Arma.Org/about/overview/ethics.Cfm
- •II: The Professional Principles
- •3.1 Responsibilities
- •3.2 Acquisition and processing of personal data (Principles 1 and 2)
- •3.3 Records management policies, procedures and systems
- •3.4 Records centre operations
- •3.8 Data subject access to personal data (Principle 6)
- •3.5 Inventory of personal data systems
- •3.6 Notification
- •3.7 Maintaining accuracy of personal data (Principle 4)
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •Industry / sector specific knowledge and understanding
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •Industry/sector specific knowledge and understanding
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values, the following values and behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviour which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •1 Identifying options for training sessions
- •2 Delivering training sessions for learners
- •Industry/Sector Specific Knowledge and Understanding
- •Industry / Sector Specific Knowledge and Understanding
- •Industry/Sector Specific Knowledge and Understanding
- •Industry/Sector Specific Knowledge and Understanding
- •Industry/Sector Specific Knowledge and Understanding
- •Introduction
- •Involvement and motivation
- •Volunteering
- •Industry/Sector Specific Knowledge and Understanding
- •Industry/Sector Specific Knowledge and Understanding
- •In addition you will need to demonstrate that you know and understand:
- •Industry/Sector Specific Knowledge and Understanding
- •3.1 The Records Management Function
- •3.2 Roles and Responsibilities
- •3.3 Records Management Policy Statement
- •3.4 Training and Awareness
- •3.5 Records Capture and Creation
- •3.6 Records Maintenance
- •3.7 Records Disposal
- •1. Scope of the policy
- •2. Responsibilities
- •3. Relationship with existing policies
- •4. Guidance
- •Introduction
- •1 Business
- •1.1 Business Knowledge
- •1.2 Business Orientation
- •2 Technical
- •2.1 Legal & Regulatory Framework For Records Management
- •2.2 Records Management Theory and Practice
- •2.3 Professional Networking
- •Introduction
- •2.1 Competencies
- •2.2 Levels of Knowledge/Expertise
- •2.3 Framework
- •2.4 Application of the Framework
- •3 Job and Person Specifications
- •3.1 Role Types
- •3.2 Job Specifications
- •3.3 Person Specifications
- •4.2 Development Plans
- •4.3 Training
- •It Literacy
- •Influencing
- •Information Management
- •Iinformation Technology
- •Information Policy
- •I 1. Demonstrate concern for client / customer / user
- •I 2. Demonstrate oral communication skills
- •I 3. Demonstrate written communication skills
- •I 4. Demonstrate leadership
- •I 5. Demonstrate negotiation skills
- •I 6. Demonstrate interviewing skills
- •I 7. Demonstrate teamwork skills
- •I. Demonstrate Interpersonal Skills
- •1. Basic Level:
- •2. Technical Level:
- •3. Expert Level:
- •4. Manager Level:
- •3. Records Management Competency Profiles
- •2 Policy and Skills / Knowledge
- •Core knowledge and skills
- •Alia core values statement
- •5.1.2 Organisation of administration
- •5.2.3 Documents and documenting
- •5.2.4 Records Management
- •5.2.5 Archives management
- •5.2.6 Information technology
- •5.3.4 Records management
- •5.3.5 Archival processing
Industry/Sector Specific Knowledge and Understanding
Industry/sector requirements for the development or maintenance of knowledge, skills and understanding and professional development.
Learning issues and specific initiatives and arrangements that apply within the industry/sector.
Working culture and practices of the industry/sector.
Context Specific Knowledge and Understanding
Relevant information on the purpose, objectives and plans of your team or area of responsibility or the wider organisation.
The work roles of colleagues, including the limits of their responsibilities and their personal work objectives.
The current knowledge, understanding and skills of colleagues.
Identified gaps in the knowledge, understanding and skills of colleagues.
Identified learning needs of colleagues.
Learning style(s) or combinations of styles preferred by colleagues.
The written development plans of colleagues.
Sources of specialist expertise available in/to your organisation in relation to identifying and providing learning for colleagues.
Learning activities and resources available in/to your organisation.
Your organisation’s policies in relation to equality and diversity.
Your organisation’s policies and procedures in relation to learning.
Your organisation’s performance appraisal systems.
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Freedom of Information Act 2000. Model Action Plan for achieving compliance with the Lord Chancellor’s Code of Practice on the management of records: Model Action Plan for Higher and Further Education Organisations with appendices. – V.2. – 24 April 2002. – (with new introduction July 2003). – Available at: http://www.jisc.ac.uk/uploaded_documents/modelactionplan.pdf.
AIMS AND ACTIONS
3.1 The Records Management Function
Records management is a corporate function, in a similar way to human resources, finance and estates management. With other issues such as FOI, data protection and information security it is a vital part of corporate information management as a whole.
Aim To consolidate a co-ordinated approach to the management of corporate information
Actions
3.1.1 Review the structure of the organisation to see what changes might be required to achieve this objective.
3.1.2 Ensure that there is an integrated approach to records management including data protection, and other information management functions and procedures; alternatively, that working arrangements for close liaison have been established.
3.1.3 Conduct an audit of records management practices against the Code of Practice to establish whether action is needed to reach compliance.
3.1.4 Ensure that adequate resources to support the records management function are in place.
3.2 Roles and Responsibilities
Records management responsibilities must be clearly defined and assigned, and made known throughout the organisation. The identification of professional skills and knowledge will enable organisations to recruit and train staff at a level which will ensure compliance with good records management practice.
A model competencies framework is attached at Appendix 2.
Aim To ensure that the organisation recruits staff with the appropriate competencies and has in place the appropriate network to support records management
Actions
3.2.1 Ensure that responsibility for the implementation of the records management function is designated to a named person. Use an appropriate competency framework to identify the skills and knowledge required (See Appendix 2.) The appointment of a
Records Manager will meet the provisions outlined in BS ISO 15489: 2001 Records Management.
3.2.2 Assess the need for records management support staff. Where this need has been identified, ensure that the records management support staff are in place.
3.2.3 Each operational business area (e.g. Schools, Faculties, administrative divisions etc) should nominate an individual who will ave responsibility for records management activities in that area.