1. Knowledge and Information Management Strategy 2012-2014 July 2012

2. Key tasks: Redefine & collect the future record Innovate to optimise physical and digital preservation Widen our funding base Agile, confident, innovate & efficient More open, inclusive & used record Our Public Task: 2 Our responsibility is for the government record, its past and future, its use and re-use, authentic, available and accessible to all Supported by KIM core outputs: We create the right information for the business We know what information we have and can find it quickly We understand the value, costs and risks of our information and systematically protect, keep, use, leverage and share it accordingly We systematically share our knowledge and collaborate 2011-15 business plan Key themes: Transformation Innovation Savings Generate funding Quality Leadership Transparency Access 2011-15 business plan

3. 3 The current picture: how does KIM help? Redefine & collect the future record: We don’t yet do IM best practice all round: constrains our expertise with government; (c.f. IMA) Agile, Confident, Trusted, Efficient: Margin: Provide more open, inclusive & used record: Innovate to optimise physical and digital preservation: We’ve improved understanding of value, costs & liabilities of our information (IAOs, digital continuity, IAP) Good KIM practice is only saving money at the margins e.g. some data and paper reduction We collaborate /share knowledge well across specific projects /workstreams but don’t do it more generally across TNA to enable effective change We don’t find or reuse information as efficiently as we should, and information tools can get in the way We don’t systematically capture expertise before it leaves TNA We can still get a lot more value from existing IM tools We don’t manage knowledge or information to help increase revenue or profit; but starting to do big data analysis Vertical KM is very good vertically e.g. ARK to public, Education to schools, but less good laterally From an IM perspective, our commercial information assets e.g. Digital images are not efficiently managed in corporate systems intranet content management is poor: Narnia refresh project We don’t yet know what to do post-Objective Good business IM supports TNA paper archive and building infrastructure management Difficult for external collaborators to use TNA info systems KIM contributing to secure web archiving, and piloting 20 year & digital appraisal approaches We can do more on transparency e.g. publish IAP KIM is reducing paper and data volumes (email, file destruction, copying policy)

4. 4 Where’s the most effective KIM focus going forward? Information controls and governance Keep, find and reuse the right information Knowledge sharing Agile, confident, trusted, efficient Ensures statutory compliance Collection KIM Business plan Preservation More effective discovery of business information Reduce data and paper storage cost More effective information reuse More cost effective use of information tools Creates capability for change Facilitates and encourages transparency Surfacing existing knowledge facilitates creative problem solving KIM role on sensitivity, 20 year, digital continuity, informs TNA internal plans on future IM and efficiency, and external advice on accession Improves quality of our own records Tests & validates external advice on records management

5. Controls underpin effectiveness, which enables collaboration Knowledge sharing: Collaboration Keep, find and reuse the right information: Effectiveness Information controls and governance: Control We want to be able to change, and grow our capability & effectiveness, through better connectivity and knowledge sharing We need to improve decision making quality and our efficiency by improving how we keep, find and reuse our information We must comply with information legislation by improving our information governance & management processes

6. 6 Directly relevant KIM activities 2012-2013 Key business plan themes Key business plan tasks Relevant business plan projects 2012-2013 Transformation Quality Contribution Savings Innovation Access Leadership Transparency Collection: redefine and collect the future record Preservation: innovate to optimise preservation Margin: widen funding base Agile, confident, trusted, efficient: values, talent & leadership, performance management Access: more open, inclusive and used record Web archiving Reduce CO2 Greening government commitments Values 20 year rule: efficiencies on transfer; transparent reporting Digital transfer and accession Future workforce User participation approach (volunteers) Share business approaches with whole archive sector Knowledge capture development Objective 7.5 upgrade Values, excellence projects Other relevant supporting KIM activity Copyright risk management Email reduction & transfer; shared drives KIM best practice sharing with sector Fully implement IMA action plan Develop KIM performance & output measures Taking forward sensitivity KIM team paper files & 2003-2008 file plan projects appraisal, selection, sensitivity, transfer; email Objective search project Business data destruction via WTK new online GSI training Develop Online KIM training Publish IAR Fully develop IAR Define customer service offering Ongoing IM risk mgt through IG structure Review, disposition & transfer of paper files [also, Access] Develop big data analysis useful to TNA [also, Collection] Complete network drives mapping & governance SIRO training project Innovation Savings Quality Leadership TransparencyAccess I I I I I I I I I I I I I I Contribution Transformation Locog accession KIM 2003-2008 file plan project Staples policy Narnia project [also, Agile]

7. Putting it into practice: by 2014 We are fully in control of our information: We know what i we have and why, & where and how to find and keep it We identify & manage i risks, and exploit i opportunities We have good governance & accountability across all i We keep, find and reuse the right information: We make tools work for us, not us for them, and can map the future We have better and simpler IM processes, policies and guidance We leverage the value of our i including through big data analysis We accession & publish more, & more quickly We connect and collaborate: We learn from other teams, to innovate and improve We learn before, during and after projects in an embedded way Accessible information and knowledge through collaboration supports lateral integration and transparency control effectiveness collaboration So we can: Ensure compliance (Agile etc) Test and help inform how we should advise government (collection) Improve quality of our own records (collection) So we can: Cut data and paper (Agile etc; collection; innovate etc) Better accession & publish (open; collection) Increase staff effectiveness (Agile etc) Make the best use of our info tools (Agile etc) Understand the way forward on digital (collection; innovate; open) So we can: Help enable the change process around all the Public Task & Business Plan challenges (all)

8. control effectiveness transformation The outcomes should be that… Narnia is a significantly better tool for collaboration and more people are using it in this way We have built a knowledge benchmarking tool and teams are using it to help themselves and each other to improve and innovate Objective is more integrated & easier to use; file plan usage has increased; We are rewarding teams and individuals for sharing and collaborating We know what to keep, why & where it all is We are destroying information & paper we don’t need, saving money & emissions We are fully compliant with all external and internal audits We know how to maintain digital continuity and this is a driver for efficient technology decisions We have identified the post-Objective future Information Asset Managers competently manage their assets with simple procedures and support IAOs We can scale up digital appraisal, sensitivity review, redaction & accession Teams and projects are reusing easier-to-find useful information We are measuring how KIM helps deliver TNA objectives, using Whitehall best practice but also innovating measures We are exploiting all TNA data sources for business analysis Information Asset Owners are effective in identifying and managing risks and exploiting opportunities across CIA, and are held accountable by DCS/SIRO We have fully developed & published a corporate Information Asset Profile We are staying well ahead of the curve on 20-year paper file accessions Digital continuity issues are fully captured in the IAP We have simpler, more helpful IM policies, guidance & training, & more on-line An improved staff directory fosters collaboration Systematic information and knowledge sharing has increased transparency We are systematically planning for and capturing knowledge from key staff before they leave TNA We give fully integrated KIM support to IA in delivering CIA assurance

9. 9 Key indicators Corporate: compliance & risk management Corporate: Info sharing & exploitation Business plan: themes support Business plan: projects support Audits (IMA: 13/20 ‘best practice or good’; personal data review, Internal Audit: green) Technology risk register: RRA 3 98% IAO compliance 75% corporate data covered by WTK 877 staff GSI trained No backlog for 20 year rule accessions 1250 staff KIM helped through KIM helpdesk 115 new entrants IM trained 843,000 docs viewed & edited in Objective 179,000 emails put in Objective 5200 registry paper files found & put in registry 20 year rule: SLTP data collection & analysis Digital sensitivity; participation in project Reduce paper/CO2: data and paper destroyed Robust performance management: KIM Objective design for PM Archive Accreditation: Objective Connect role Innovation: 2003-8 file plan project; Savings: data & paper destroyed Quality: IM risk management Leadership: SIRO training Transparency: IAR Statistics for calendar year 2012