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Manual for the Design and Implementation of Recordkeeping Systems (dirks)

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Determine the scope of your project
Obtain senior management support
Tip: Highlight interrelationships with other initiatives
Tip: Promote organizational efficiencies
Tip: Develop a business case
Plan for what you want to achieve
Example: Management plan
Case studies
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Determine the scope of your project


Determine what it is that your DIRKS project needs to achieve. This objective will determine the scope of your project and the extent of the research you will need to undertake.

Are you seeking to build recordkeeping into an existing business information system? Do you want to build recordkeeping into a new business information system? Do you want to obtain disposal coverage for department/section? Knowing what you want to achieve will help you to decide whether you have to do research into:
  • all areas of your department/section's operations
  • a range of specific business activities, or
  • one discrete area of business. 

Example: Proceed according to your scope

If you want to improve or develop a specific system, you will need to analyze the business performed by this system and the requirements that come from this business. Your research is likely to be focused on one specific area. 

If you want to develop an section-wide tool such as a retention and disposal authority, your assessment may need to cover your whole department/section to ensure that records generated by all areas of your operations are covered.
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Obtain senior management support


A key component of successfully undertaking a DIRKS project is having senior management support for your initiative. This support will help to provide you with the staffing and financial resources you will need for your project and will also help you to obtain broader interest in and support for your project across the department/office. 

It can, however, be difficult to convince senior management to allocate time to the consideration of records management issues, let alone fund the development of a new recordkeeping system.  

If you are having difficulty communicating the importance of your recordkeeping project to your organization, you may choose to compile documentation which: 
  • demonstrates the interrelationship between recordkeeping and other strategic or politically important projects your organization is undertaking. 

^ Tip: Highlight interrelationships with other initiatives

Many IT, e-commerce, digitization and knowledge or privacy management initiatives need to consider recordkeeping within their scope in order to be effective. Highlighting this, and the risks that may be faced if recordkeeping issues are not addressed may be useful for obtaining support.
  • promotes the organizational efficiencies, in terms of staff time and financial benefits, that can be achieved through the implementation of a coordinated and effective recordkeeping system. 

^ Tip: Promote organizational efficiencies

Efficient information retrieval, better availability of information to support business operations, appropriate and timely record destruction are key examples of improved efficiencies that you could highlight. 

 

^ Tip: Develop a business case

Step A: Preliminary investigation discusses the development of business cases as a means of obtaining appropriate funding for your project. Developing a business case to promote your project even before it begins may be a useful means of ensuring you have adequate financial and organizational support. 
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Plan for what you want to achieve


Determine the specific objectives of your DIRKS project. Planning what you want to achieve will give you a model to follow during the course of your DIRKS project. Your planning documentation will change throughout your project, but it is important to establish and refine as you progress through. 

Planning documentation can also be a means of selling your project to staff and management. Planning documentation can be in any form, depending on the requirements of your department/section or the nature of your project.

 

^ Example: Management plan

The Australian Broadcasting Authority, before it started its DIRKS project drafted planning documentation to identify exactly what it wanted to achieve. This was done as a means of gaining organizational support for the project. The officer coordinating this project said:

I found that I wanted to impress upon the organization at the start what they could realistically expect from me in 6 months. I also wanted to start winning a support base of my own within the organization and have a guide for prioritising my work. So I decided to do both a Management Plan and a Project Plan right at the start.

The Management Plan fulfilled the role of a business case in some ways. It gave the background of the project, described the methodology and detailed the aims, resources and milestones of the project as I envisaged them at that stage. I circulated it to senior management as a bit of a sales pitch and made a presentation to them based on its contents. I reported against the project plan on a weekly basis, and against the management plan at the end of each DIRKS step.

I did not stick to my plans entirely – in light of experience a number of things had to be revised and renegotiated. For example, I got involved in a number of other records-related issues the organization was facing. However, it did give me a really good guide to ensure that I stayed on track and met deadlines. It did fulfil my other aim too, of exactly defining my role so people couldn’t expect unrealistic things of me.

The Management Plan from the Australian Broadcasting Authority is available as part of the ^ Case studies to support DIRKS, available via the ARMS Intranet site. If you use any part of this plan please acknowledge the Australian Broadcasting Authority as the source.