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HomeMy WebLinkAbout05/20/1997, 5 - RECORDS MANAGEMENT UPDATE council j apenba izEpont CITY OF SAN LUIS OBISPO FROM: Bonnie Gawf,City Clerk SUBJECT: Records Management Update CAO RECOMMENDATION Receive and file the Records Management Report DISCUSSION We are in the midst of the Information Age. Local government officials must have information in order to conduct daily business. Serving our customers requires that we get the right information to the right person at the right time at the least cost. Proper management of records and information as well as efficiency and economy of operations must be recognized as hallmarks of management excellence. Background In 1995, the City of San Luis Obispo implemented a voluntary, decentralized-approach to records management. A manual outlining fimdamentals for public records management program was prepared, and departments were encouraged to institute a program adhering to industry standard policies and procedures. A recent audit of departmental records shows that the results of that approach were mixed. Some departments developed effective filing systems for their active records and thorough retention documents and systems for storage, destruction and archiving inactive records. Other departments have a less than enthusiastic approach to records management These results are not unexpected The priority given to records management, particularly of inactive records, largely becomes a function of a particular department's need to readily access those records on a recurring basis. A department that produces large volumes of public documents which need to be referenced on a regular basis is more likely to put resources into an elaborate program to manage those documents. A department that deals in people and projects may view the subsequent paperwork as a necessary evil to be tolerated,rather than managed. Current Program Staff's solution to the inconsistencies which are inherent to a decentralized approach is to have an overseer; someone who takes responsibility for coordinating records management throughout the organization. This is a natural role for the City Clerk to assume, as California State Law already designates her as the official "keeper of the record" Allowing each department to devise the most effective means to maintain their own active files, while the storage, retention and destruction of inactive records for the entire City is coordinated by one office creates a more organized and consistent approach to records management. With this system in place, records management is still accomplished by the individual departments, but with the assistance and follow up by the City Clerk to assure compliance with the public records act,as well as internal policies. S-11 1 Council Agenda Report-Records Management Page 2 This solution eliminates the voluntary nature of our approach to records management and builds in consistencies throughout the organization. Ultimately, there will be some new processes each department will institute in conjunction with the implementation of a retention schedule, but the efficiency benefits of a more systematic and organized records management program will offset any added procedures. Depending on the degree of automation used, efficiencies can result in a net reduction in records management workload. Here are some steps that have been taken so far to implement a comprehensive City wide records management program. • Performed physical audit of each departmental filing system • Working with Personnel Director to finalize an administrative policy for personnel records • Beglnn�s of a City-wide Records Retention Schedule • Reviewed adopted departmental schedules for Finance,Personnel,and Police • Working on minor revisions to existing schedules • Developing schedules for all other City departments • Submitted a CIP budget request for a document imaging system. • Creating a more comprehensive indexing system for: • Active files in the City Clerk's Office; and • Records retention index • Audited the existing backup procedures for certain Vital records • Identified Vital Records held in the City Clerk's department and microfilmed and sent copies of resolutions,ordinances and deeds to an off site storage facility • Worked with Planning Department to identify and index certain historic records • Public Access Issues • Developed a proposal to place the Municipal Code on our LAN and the SLO City Home page • Analyzing whether there are other public documents that we should add to the web page The Future Clearly,there is a long way to go before we can say we have a comprehensive records management program. When the program is finally in place it will address functional filing systems, retention scheduling, disaster preparedness and public access. It is important to ensue that adequate planning is done up front when considering the installation of any new technology, thus the audits that have been completed and the development of the retention schedule are essential key steps to an effective program. The proper groundwork is being laid so the City will be ready to take the next step to an automated system. FISCAL E%IPACT Receiving the report will have no fiscal impact. The fiscal impacts of the records management program are addressed in the 1997-99 Preliminary Budget Sot.