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The Chief Archivist’s Annual Report on the State of Government Recordkeeping 2010 - Archives New Zealand. This is the sixth report issued by the Chief Archivist under section 32 of the Public Records Act 2005 (Act) on the state of government recordkeeping. Since the passing of the Act, Archives New Zealand has worked with public offices to support the development of recordkeeping across government. Archives New Zealand and public offices have continued to work together over the past year to improve the state of government recordkeeping.
Public offices have made good progress in developing their recordkeeping practices since the passing of the Public Records Act (Act) in 2005. Archives New Zealand will continue to work with public offices to support continual improvement of records and information management in government. Public offices should use the Archives New Zealand Standards to ensure they are creating information assets that are authentic, reliable, have integrity and are easily reusable. Public offices should ensure they have robust recordkeeping frameworks for both physical and digital records. Public offices should ensure that technical systems are designed to create and maintain records for as long as they are required.
Public offices should work to develop and regularly test disaster recovery and business continuity plans for records and identify their vital records so they are ready for disasters. Public offices should ensure they have comprehensive disposal coverage under the Public Records Act 2005, including ongoing disposal schedules for their core business records.
Public offices need to ensure that disposal of public records is planned and regularly implemented in line with the requirements of the Disposal Standard. Public offices should incorporate legacy records management into ongoing records management programmes to maximise limited resources and improve ongoing recordkeeping capacity. Investment in records and information management helps guarantee that the New Zealand Government continues to have a comprehensive public record well managed both now and in the future.
Archives New Zealand’s annual survey of all public offices on the state of government recordkeeping. Statistics gathered by Archives New Zealand as part of ongoing performance monitoring of recordkeeping in the public sector.
This report is also informed by monitoring the advice and guidance Archives New Zealand has provided to public offices and examining the current recordkeeping environment both within New Zealand and internationally. The Public Records Act 2005 (Act) establishes a framework for supporting, monitoring and improving information management across public offices and local authorities. Since 1957, New Zealand has had legislation to support the management of records of long-term value to government. In 2005, the Public Records Act (Act) was enacted to support the effective management of all public records and the recordkeeping practices of public offices and local authorities as well as the long-term preservation of public archives.
As part of the framework Archives New Zealand provides products and services to people working with public records across government.
To ensure Archives New Zealand’s programmes are targeting the most appropriate areas we regularly monitor the state of recordkeeping in government. In 2010, the audit provisions of the Act came into effect and Archives New Zealand began implementing a programme to audit the recordkeeping practices of public offices. The purpose of the audits is to provide assurance that good information management behaviour and practices are in place across government to support accountability and good business practice.
In future years we will continue to ensure that reporting to Parliament under the various provisions of the Act is efficient and well coordinated to provide a clear and evidence based assessment of recordkeeping in government.
Analysis of the data collected by Archives New Zealand has revealed positive trends in the development of the infrastructure and capability needed to support good recordkeeping practices in public offices. In areas identified by Archives New Zealand as enablers of good information management public offices have made good progress.
In order to achieve the business benefits of good information management, public offices must take a coordinated and organised approach towards managing their information. In 2005, the Chief Archivist’s Annual Report on the State of Government Recordkeeping recommended that all public offices should have a formal recordkeeping programme. It is pleasing to see that in 2010, 93 per cent of public offices either have a formal recordkeeping programme or are working towards implementing a formal recordkeeping programme. Question 2: Which of the following statements best describes the type of recordkeeping programme in your organisation?
Public Service departments are the most likely sector to have developed a formal recordkeeping programme.
The Act supports the creation of full and accurate records in order to support open and accountable government. Figure 3 shows that since the passing of the Act there has been a steady increase in the number of public offices developing systems to support compliance with the Act.
Question 1: Does your organisation have policies and procedures in place to assess whether it is complying with the Public Records Act 2005? Under section 27 of the Act, the Chief Archivist has a mandate to issue standards in relation to the management of public records. These standards present a consistent, whole of government approach to records and information management by setting clear expectations relating to a specific area of recordkeeping. Since the first standard became mandatory in 2009, public offices have made good progress in performing risk assessments against individual mandatory standards. Figures 4, 5 and 6 below provide a breakdown on the percentage of public offices that have undertaken risk assessments against a mandatory standard. A key way to gain business efficiency is to only manage public records for as long as is required. The General Disposal Authorities are issued by the Chief Archivist to authorise the disposal of routine administrative records common across government.6 The General Disposal Authorities apply to a significant number of the records created and maintained by government. In addition to the General Disposal Authorities, public offices must gain authorisation from the Chief Archivist to dispose of their core business records. Figure 7 (below) shows that since the Act was passed, public offices have made good progress in developing disposal authorisation.
Question 11: Does your organisation have a disposal authority from the Chief Archivist that covers records of core functions?
Government exists in a world of constant change with systems, products, priorities and ways of working continually evolving. In today’s environment, the way government operates must change in order to remain responsive. Over the past year a number of public offices and local authorities, including Archives New Zealand, have been implementing machinery of government changes such as the merging of agencies. Evidence gathered by Archives New Zealand in discussions with public offices involved in machinery of government changes during 2010 suggests that systems’ lack of interoperability was a barrier to the smooth transition of information.
Archives New Zealand has issued several standards to support the creation of standardised information including the Electronic Recordkeeping Metadata Standard and the supporting Technical Specifications and the Digital Recordkeeping Standard.
Considered investment in the creation of reliable information assets will have long-term benefits to New Zealand. As government capitalises on the efficiencies that technology brings, there will be an increasing volume of digital information that must be actively and appropriately managed. In order to realise the significant benefits of digital information and systems, public offices must make sure they take active steps to manage long-term access to digital information from the moment of its creation.
Figure 8 (below) demonstrates that government already faces the challenge of dealing with information contained within legacy digital systems. Question 17: What quantity of electronic records does your organisation hold that were created before 1985? Figure 9 (below) shows that investment in core records and information management principles for digital information management, such as recordkeeping metadata, is beginning to have a positive impact on long-term access to digital information. It is encouraging to see that public offices have taken on board my 2009 recommendation that at-risk information is identified and action is taken to address risks. Question 7: Does your organisation hold any records it can no longer access for the following reasons? Archives New Zealand is actively committed to the long-term management of digital information of archival value. The existing infrastructure of the National Library’s National Digital Heritage Archive will be used as a base on which to build a full solution for digital public archives. From mid 2012, public sector agencies will be able to transfer digital public archives to Archives New Zealand.
The Government Digital Archive Programme aims to achieve a cost-effective, efficient and sustainable digital archive process and system. As the way government conducts business becomes increasingly digital there is more urgency for public offices and Archives New Zealand to ensure digital information is created and managed appropriately.
The earthquakes in the Canterbury region in 2010 and 2011 have highlighted the impact that natural disasters can have on New Zealand.
Following these earthquakes, Archives New Zealand staff contacted public offices that held records in the Canterbury region. While natural disasters have significant and visible effects, disasters can occur in many forms. Information from our annual government recordkeeping survey indicates that many public offices are not prepared to manage their information in the event of a disaster.
Question 5: What programmes and procedures are in place to ensure that your organisation is maintaining its records over time? Public offices should work to develop disaster recovery and business continuity plans based on a risk assessment undertaken by the organisation. A key component of a successful business continuity and disaster recovery programme is the identification of vital records. Comprehensive and well tested business continuity programmes, vital records identification and disaster recovery planning will help ensure that public offices can react quickly in the event of a disaster.
Disposal is the action taken on a record when it is no longer required to be retained by a public office. All records created as a result of the common administrative functions of government, such as Human Resources and Finance, are covered by the General Disposal Authorities issued by the Chief Archivist. Gaining disposal authorisation from the Chief Archivist is a key step in establishing a successful records management programme.
Early identification is particularly important in the digital world where vast quantities of public records are created on a daily basis. Last year, I recommended that public offices ensure they have comprehensive disposal coverage. Question 11: Does your organisation have disposal authority from the Chief Archivist that covers records of your core function?


Collaboration between organisations to gain disposal authorisation minimises duplication of effort and is an efficient way for public offices to realise the benefits of disposal authorisation and subsequent disposal implementation. Several sectors have made significant gains in disposal authorisation by collaborating to develop sector specific disposal authorities.
Disposal authorisation allows public offices to legally undertake disposal actions on their records. Regular and routine disposal of public records is a key way to improve business efficiency. Question 10: Does your organisation have a regular disposal programme in place for records? Last year I recommended that public offices ensure they have robust processes for the disposal of records and that disposal is undertaken regularly.
Archives New Zealand has a responsibility to gather, store and protect the record of government.
Archives New Zealand’s engagement with public offices informs us that many of these records are well over 25 years of age. In 2008, Archives New Zealand launched the Legacy Records Programme to help public offices manage records in their custody that are over 25 years old. Archives New Zealand continues to work actively with public offices helping them to better manage their legacy records and when required to transfer these records to the archives.
Public offices holding legacy records of archival value should contact Archives New Zealand to discuss transfer options. I encourage public offices to engage with the Legacy Records Programme run by Archives New Zealand. Records created by government have a fundamental role in helping New Zealand and New Zealanders to understand what and who we are as a nation. You may be able to come up with the best disaster recovery (DR) plan, assign responsibilities to various personnel involved and ensure everything is in place. ITIL, in its Business Continuity Management (BCM) section, prescribes a set of practices that need to be followed in case of the occurrence of risks or incidents. BCM is a process by which a set of best practices are put in place so that business processes run despite incidents.
ITIL service lifecycle can enhance the disaster recovery process in your organization in a number of ways, some of which are described below. Service Level Management has a set of activities which ensure that business processes are in line with ITIL best practice guidance.
An incident is the occurrence of an event that disrupts the services of an organization temporarily. The service desk is an efficient tool to document an incident and establish the workflow to be followed thereafter.
While formulating the DR plan, it is important that roles of individual personnel are clearly defined. Risk analysis identifies the possibilities of risks and the frequency of their occurrences. For Business Impact Analysis (BIA), the key disaster areas should be identified, following which the impact on business processes should be measured. ITIL mentions two concepts – Recovery Time Objective (RTO) and Recovery Point Objective (RPO). Resiliency is the ability of a set of configuration items (CIs) to continue to function, given a circumstance of the failure of a few other CIs. Invensis Learning specializes in providing IT Service Management certification training courses such as ITIL Foundation, ITIL Service Lifecycle modules, ITIL Service Capability modules, and ITIL MALC.
Arvind Rongala, Head of Global Training Delivery at Invensis Learning has experience of serving in the IT-BPO industry for more than 5 years and possesses great knowledge of industry-relevant project management approaches.
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5 Essential Tips To Reinvent Your Career25 April 2016 - Next Avenue, ContributorCareer coach Julie Jansen offers advice for finding gratifying work when you reinvent your career. CGA’s experienced multi-disciplinary team can pool their talents to address the full range of disaster preparedness and recovery needs of your organization. CGA with its’ partners can provide interdepartmental planning, customized training and multi-agency exercises. Click through to see more designs, create your own, share designs and purchase customised products. This report reflects on the progress that has been made since the passing of the Act and examines the current state of recordkeeping in public offices. This report provides a summary of the current environment and makes recommendations aimed at ensuring the continual improvement of government recordkeeping and information management in New Zealand. The full results of this survey are available in the Digital Information at Risk Survey Final Report, December 2010.
Significant administrative and storage costs are reduced by ensuring records are kept only as long as they are required for normal prudent business practice. The 1957 Archives Act did not provide a sufficient framework to ensure all records of government were being consistently created and maintained across government. The Act has enabled Archives New Zealand to develop a framework to support the administration of public records and ensure systems and processes are in place for the efficient management of all public records, regardless of format, across government. This information is then analysed to determine the overall state of government recordkeeping.
Public offices are being audited on a five-year cycle to validate public offices compliance with recordkeeping standards and with the Act. The audit programme is based on compliance measured from a capability, risk assessment, and continuous improvement perspective, focusing on achieved outcomes and practices. Since the 2005 report, Archives New Zealand has worked alongside public offices to support this recommendation. Figure 1 below illustrates the significant improvements made in the years following the initial recommendation in 2005. Figure 2 below shows that 83 per cent of Public Service departments report they have a formal recordkeeping programme in place.
This increase demonstrates that there is an increasing realisation within public offices of the benefits that having full and accurate recordkeeping brings to both business performance and wider societal outcomes. Standardised practices for information management ensure that public records are being consistently and appropriately managed. While these numbers are encouraging I would like to see more public offices assessing their business practices against the mandatory standards. Section 20 of the Act requires public offices to have the Chief Archivist’s authorisation before disposing of public records. In 2006, Archives New Zealand issued a revised version of the General Disposal Authorities. Since 2008, Archives New Zealand has been collecting data on public offices’ intentions to develop disposal authorisation.
In 2010, close to half of all public offices had disposal authorisation for core business records.
Government has signalled that it is focused on delivering better, smarter public services with limited resources due to the current economic situation. We have worked with these agencies to manage the recordkeeping risks and to ensure the expected benefits can be realised. Standardisation of information creation is a key way to support interoperability between systems.
In today’s world online is frontline, with digital technology including the internet transforming the way we interact and do business.
In order to capitalise on this, public offices must understand and incorporate good information management and architecture practices when developing systems. Public offices have a responsibility to ensure information assets are created and maintained in a manner that supports efficient business practice enabling the delivery of better, smarter public services. The often complex nature of digital records means that there is a significant risk that the data held by public offices will become inaccessible. The inability to access reliable digital information disrupts the continuity of government. Twenty-two per cent of public offices are still not aware of whether they hold digital records that are older than 25 years.
Long-term security of and accessibility to digital information will be secured by considering the nature of the information that needs to be maintained by a system and ensuring an appropriate recordkeeping framework is in place at the point of system design. In 2009, 58 per cent of public offices reported an inability to access digital documents due to documents being saved or archived without appropriate titles or other metadata. In 2010, the government announced $12.6 million in new Budget funding to develop a Government Digital Archive. Integration with existing and new software and a redesign of Archive New Zealand’s internal processes and interactions with agencies will also occur. Archives New Zealand has begun working with agencies to involve them in the development process to ensure the digital archive meets their needs. This will ensure high-value public sector digital information is secure and available for future generations. Archives New Zealand will be working with public offices across New Zealand to increase awareness of the issues and support the development of plans and strategies to prepare for and manage the effects of natural disasters on information. A disaster is any event that creates an inability for an organisation to provide critical business functions. As figure 10 (below) illustrates, only 34 per cent of public offices reported they have a disaster recovery plan covering their paper records and only 60 per cent reported they have a business continuity plan for electronic records, down from 67 per cent in 2009. A plan will allow the public office to develop and implement strategies to address disaster and business continuity risks.
Plans should be continually updated to reflect changes to business processes and systems to ensure that they are comprehensive. Access to vital business information is a key component of getting government services back up and running promptly following a disaster. Disposal covers a range of activities including destruction, transfer to Archives New Zealand or another public office, alteration, sale or discharge.
Centralised authorisation for the disposal of public records ensures a whole of government approach to the long-term management of New Zealand’s public sector information assets.
Disposal authorisation establishes the minimum time records must be retained by the public office before a disposal action can take place. It is pleasing to see that there is a growing awareness of the need to develop digital disposal coverage and processes.
Figure 11 illustrates the continual upward growth in the level of disposal authority coverage.
In 2010, the Tertiary Education Commission sponsored a project in which 17 of the 20 Institutes of Technology and Polytechnics collaborated to develop a sector wide general disposal schedule.


Figure 12 (above) shows that since the passing of the Act in 2005, the percentage of public offices implementing disposal has remained fairly constant despite the significant increases in disposal authority coverage.
Implementing disposal reduces storage costs and saves unnecessary time and expense managing records that are no longer required. It is pleasing to see in the 2010 survey results, illustrated in figure 13, that a significant number (39%) of public offices are currently developing a regular disposal programme for their records.
Valuable information about the history of our nation remains scattered across public offices where it largely remains inaccessible to government and members of the public.
For instance, in 2010, Archives New Zealand received records that were created as early as 1855 in transfers from public offices. The programme ensures the interests of public offices, Archives New Zealand and the New Zealand public are taken into account when decisions are made concerning legacy records. Archives New Zealand staff work with public offices to facilitate the safe transfer of public records to our repositories. Transferring historical records of archival value to Archives New Zealand eases the burden on public offices to care for these records and lets them focus on their core business. Incorporating the Legacy Records Programme into ongoing records management programmes enables public offices to maximise use of limited resources.
It is important for public offices to transfer these records to Archives New Zealand so they are preserved for future generations of New Zealanders. However, the critical part is maintaining the plan, testing it and ensuring that it is aligned with the changing business needs and increasing risks. In ITIL v2, this section mentions that: ‘The Business Process responsible for managing Risks that could seriously impact the Business. It is not only about putting reactive measures for continuing ongoing processes, but also, establishing proactive measures so that the risks of the future occurrence of a disaster are reduced.
When determining the business strategy, its effect on disaster recovery needs to be taken into account. The service desk’s standard template will be used to assign responsibilities to everyone involved so that the disaster recovery process can be accelerated. The ITIL Service Design guidance recommends that each individual should work on key recovery areas based on business impact analysis (BIA) and risk assessment.
A BIA should measure both financial and non-financial aspects of a disaster, such as impact of revenue loss, data loss, and reputation loss after a disaster. RTO is the minimum time within which services should be recovered to normal state and RPO is the acceptable amount of loss in data after a disaster.
Regular training schedule needs to be established for staff members so that they are prepared to take the immediate steps in case of the occurrence of a disaster. The service desk should be equipped with this information so that it becomes the Single Point of Contact (SPOC) to mobilize personnel and distribute tasks. It gives an idea of the business impact of the services and the return on investment (ROI). We also offer courses related to Project Management, Quality Management, Program Management and Technology Training. With his endeavor to help working professionals around the world to reach their true potential and upgrade their skills set, Arvind spearheaded Invensis Learning that provides globally-recognized certifications in ITSM, Project Management, Quality Management, Program Management, Technology Training and more.
If you are seeking globally-recognized certifications and world-class training for professional growth, your quest ends here. Through our wide-ranging resources, we can also assist cities and counties to become accredited through the Emergency Management Accreditation Program (EMAP). The report identifies key opportunities for development and makes several recommendations to public offices. The findings of the annual government recordkeeping surveys have formed the basis of the Chief Archivist’s annual report on the state of government recordkeeping tabled in Parliament yearly since the passing of the Act. Assessing business practices against the mandatory standards will enable public offices to prioritise resources and effort to ensure areas that pose the biggest recordkeeping risks are addressed appropriately. All public offices should be routinely using these all of government authorities to ensure they are managing and disposing of their routine administrative records appropriately.
Good information management helps ensure both continuity of government services and the continued accountability of government during times of change. Digital technology offers significant benefits to how government does business and interacts with the public.
Systems must be supported by appropriate resources, training for staff using the systems and with appropriate monitoring to ensure they remain up-to-date and effective. A good information management framework underpins the continuity of government services over time. We have enough information to know that poorly managed digital information is a significant burden to government. This is a significant number when compared to the one per cent of public offices that were uncertain if they held paper records over 25 years old.
The funding will enable the development of an industrial-strength digital archive to take in large-scale transfers of digital public records. Archives New Zealand is now working with public offices in the Canterbury region to manage the rescue and recovery of records and address priority areas.
Knowing the minimum retention periods for records helps ensure records are only managed for as long as necessary before disposal is implemented.
In 2010, almost half (49%) of public offices reported that they had a disposal authority in place for records of their core business function.
As a result of this project 93 per cent of Tertiary Education Institutes now have comprehensive disposal coverage.
All public offices should be regularly and routinely disposing of records using the General Disposal Authorities and disposal authorities covering their core business records.
Developing processes and systems for disposal and integrating disposal into business processes helps ensure that the efficiencies of regular and routine disposal are realised. Information gathered during the government recordkeeping survey informs us that two in three public offices (68%) hold records over 25 years old. These records are then given a contextual description so they can be easily located within the archival system and made available to the public through our reading rooms and online.
As a result they can achieve significant improvements in their overall recordkeeping capability. BCM safeguards the interests of key stakeholders, reputation, brand and value creating activities. While drafting the service level agreements, the business should understand how it can recover in times of disaster. Disasters require organizations to follow a set of established practices to restore services to an agreed upon level.
This method advocates the creation of risk profiles on the basis of their severity and possibility of occurrence. Once the RTO and RPO are set, a crisis management team needs to be appointed to put the DR plan to action. Once the DR process is completed, the recovery site should be evacuated and operations should resume in the primary site to minimize downtime. It is crucial that regular research is carried out to ensure that DR services offered are up to date.
He is also a guest author for popular digital business publications such as Business Insider, Business Today and Businessworld. If you are a company looking for a trustworthy training partner to meet the certification training needs of your key team members, look no further. Enhancing your capability to protect human lives and property, restoring services, and building long-term community sustainability is our goal. Ongoing coordination with all the organizations is vital to develop and test the emergency operations plan and to ensure that response resources are effectively managed. Archives New Zealand will continue working with other sectors to ensure that comprehensive and appropriate recordkeeping programmes are operating across all of government.
Centralised disposal authorisation ensures a whole of government approach to the long-term management of the records of the New Zealand Government.
While the increase in disposal coverage since the passing of the Act is pleasing, 29 per cent of public offices have not yet made a clear commitment to fulfilling their obligations.
Public offices must consider their recordkeeping requirements in this changing environment.
As government increasingly operates in the digital environment it is important that robust recordkeeping frameworks are translated into the online world to ensure that accurate and reliable information is available to support digital processes.
Public offices must ensure that the management of digital information is integrated into all business systems and practices. The lack of knowledge about the amount of legacy digital information highlights the complexities of managing digital information. In the Digital Information at Risk survey run by Archives New Zealand in 2010, 91 per cent of respondents identified that untested disaster recovery plans posed a medium to high risk to digital information. This allows public offices to better focus limited resources and save on administrative and storage costs.
The BCM process involves reducing risks to an acceptable level and planning for the recovery of business processes should a disruption to the business occur. The process of detecting incidents, recording and resolving them must be established through IT service continuity management, so that the incident can be handled with efficiency.
While performing the analysis, risk acceptance criteria should also be formulated following which the key measures to reduce risks can be planned. The best practices and tested methodologies of ITIL guarantee speedy recovery after a disaster.
We would like to see all public offices performing at the level of Public Service departments.
Disposal authorisation and implementation is a key foundation of a successful recordkeeping programme. A recordkeeping framework should be considered as a strategy, not as an automated system or an off-the-shelf software package.
Identification of vital business information is an ongoing activity and will need to be updated to reflect changes to processes and systems.
The positive trend in disposal authorisation reflects an increasing engagement between public offices and Archives New Zealand to ensure disposal authorisation for public records is coordinated across government. I encourage other sectors to look at collaborating to develop sector-wide disposal authorisation.
A considered recordkeeping framework will assist public offices to effectively create, maintain, make available and dispose of records regardless of the format in which these records are generated.



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