This book argues that records management can contribute to public sector reform and transformation in the new climate of austerity, without losing its essential characteristics. Over the last 15 years, records management has prospered, tackling problems of electronic information and building a strong case for information governance based on a model of regulation and management control. The public sector environment is now changing rapidly, with more emphasis on efficiency, flexibility and innovation, devolving control, loosening regulation, and cutting budgets. By linking practical ideas about the use and management of knowledge, the author will draw on insights from the study of policy-making and programme delivery to show how managing the relationship between records and knowledge, their creation and use, can not only make an important contribution to public sector innovation in itself, but also reconcile the demands of regulation through a wider concept of the governance of knowledge as well as information.
- Draws on practical real-world examples
- Focuses on how records management can respond to the challenges of transformation in this period of public sector retrenchment, as yet little discussed elsewhere
- Integrates concepts from records and knowledge management in a coherent applied framework, and locates this within the context of policy-making and delivery, to achieve positive benefits
About the Author
Stephen Harries is a consultant in knowledge and information management in the public sector. Previously, he led the National Archives initiative to develop electronic records management across government; and at the UK Office of Government Commerce, worked on promoting efficiency, reform, and improvements in project and programme delivery. He has a long background in information management, including 10 years as a university lecturer. Harries is also qualified in public policy management, information systems design and information science.
Table of Contents
Managing records and growing knowledge: an interactive strategy
PART 1 PRINCIPLES: The changing role of government: transformation; Concepts, codes and meanings: bridging knowledge and records; Records, knowledge and action: an interacting design model; Regulation and institutions: rules, roles and frames; Innovation and change: ideas, networks and communities
PART 2 PRACTICES: Bridging policy and delivery with knowledge: the case for intervention; Achieving added value: effi ciency, effectiveness and public value; Planning a knowledge-based intervention: strategy, tools, analysis; Fomenting knowledge development: plans, techniques, architecture; Reframing records management: towards knowledge governance