Federal records managers are facing a perfect storm in records management:

  • OMB directives require that agencies transition to all electronic records
  • Agency record volumes are growing exponentially
  • Record formats and platforms are proliferating
  • Records are constantly under cyberattack
  • New political leaders are unaware of records requirements and risks

How can agencies navigate all these factors even if resources are constrained and budgets may be cut? Digital Government Institute has partnered with Veritas to help industry and government come together to generate solutions during this transition.

The 2017 Playbook for Federal Records Management provides a step-by-step approach to managing records electronically. The goal of this playbook is to enhance agency best practices in electronic RM, by providing some specific steps agency personnel can take to make headway on the journey to electronic RM including:

  • Capturing all email messages by user
  • Capturing all files and archive official/permanent records
  • Automating provisioning to assign record types
  • Automating classification of records
  • Authorize qualified users to reclassify email and files
  • Confidently delete temporary records
  • Regularly export Capstone records

This playbook also provides a clear roadmap to compliance with the 2012 Managing Government Records Directive to electronically store all permanent government records by 2019. It also includes:

  • Links to federal initiatives impactive records management
  • Information on NARA’s role and advice for a new political appointees
  • Best practice advice
  • Additional tips and techniques

  REGISTER to receive your copy

 

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Basic standards for website performance include security, speed, accessibility for users with disabilities and ease of mobile access. Unfortunately, only eight percent of the most viewed federal websites meet the basic standards. Many of the federal websites do not event meet U.S government requirements for the web.

Read the full article published on FCW.com here.

The flagship session at the 2016 Customer Service & Experience Conference at  930gov  just might be the 15th Annual Government Customer Service Excellence Awards.

Every year, we recognize professionals who take customer service to the next level in some of the most challenging environments in government. But as I’m looking at the list of winners and finalists, a question occurs to me: What is great customer service—or to put it in more modern parlance, what goes into delivering a great customer experience?

Great customer experience is both an art and a science

I think it’s important we define and quantify great customer service. Which means we need to think about who defines it. If you were to ask customers what specifically constitutes great service, they’d probably tell you as the late Supreme Court Justice Potter Stewart once wrote in opinion, “I can’t define it but I know it when I see it.”

Ask someone responsible for customer service in an agency and they might refer you to something akin to service level agreements—responding to inquiries within a specific amount of time, resolving issues during a single contact, and other performance metrics. They’d also point to customer satisfaction scores.

These two vantage points define two axes of great customer service. On the one hand, service quality is subjective and ineffable; it varies from situation to situation; customers know it when they get it. On the other hand, service quality has to be quantifiable as goals, activity, and results so you can build process around it, measure it, and replicate it.

When you think about it though, both of these perspectives depend on the same thing: an intimate knowledge of who your customers are and what they hope to accomplish as they interact with you.

My definition of great customer service

I’d offer this definition of a great customer experience: It’s what happens when customers encounter an organization or agent that is fully prepared, equipped, and empowered to answer their questions, requests, and needs.

A lot goes into making this happen but it starts with listening. Very careful, very active listening.

Across the years, Excellence Award winners and finalists all have one thing in common. They are diligent—both as organizations and individuals—about listening. They hear what customers actually say. They hear what customers don’t or can’t say. They connect the dots to understand what customers really mean.

Then they take the action customers are actually looking for. In this way, great service can be unexpected and surprising because it addresses what customers really need, not just what they think to ask for.

Organizations have to be great listeners, too

It’s one thing to listen to a customer on a call, treat them with grace and respect, and help them resolve their issues. People who can do that day in and day out are heroes. But it’s another thing entirely for an organization to enable that sort of heroism as standard operating procedure.

In order to make great service routine, agencies also must listen to customers—so they can define strategies, design workflows, build infrastructure, manage processes, measure performance, and ultimately, enable their representatives to take action.

When you hear the stories of this years’ winners at  930gov , you’ll meet some organizations that do this well. Every case involves listening to a group of customers, then doing some hard thinking about what great service really meant to those individuals in those situations.

I recommend listening very carefully to what they have to say.

The 2016 winners and finalists—as well as all the agencies who were nominated—are all committed to leadership in a complex and challenging field. I encourage you to set aside the time to attend Digital Government Institute’s 2016 Customer Service & Experience Conference and come “listen” to the 15th annual Government Customer Service Excellence Award winners and finalists on  Wednesday, August 24  – you will be glad you did. 

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Philip Droege is an interesting guy—with an even more interesting job.He’s the Director, Office of Records Management for the Executive Office of the President EOP. Which means two things:

  • He’s in charge of maintaining the paper trail for the president, vice president, and all their deputies, assistants, counsels, and other staff members
  • Every four or eight years, he’s in charge of clearing out all those records as a new administration displaces the old

Philip lead a session with Jason R. Baron, former director of litigation at the National Archives and Records Administration (NARA), during the inaugural Records Management Conference at 930gov on August 24, 2016. They spoke on “Presidential Transitions and Exit Procedures for Departing Officials,” covering what happens when the entire senior leadership of the U.S. Government packs up and leaves town.

You probably know that on Inauguration Day, it’s traditional for the president and president-elect to ride together from the White House to the ceremony at the Capitol. As the incumbent walks out through the North Portico, it’s a bittersweet moment—for the simple reason that he or she will not return that day and perhaps not ever.

And as soon as the limos sweep out of site, an army of movers attacks the residence on the third floor. All of the outgoing family’s belongings are packed into vans and are replaced by those of the new first family. When the new first family arrives, their new home will be ready for them.

The White House load-out and load-in is a tiny part of a far larger transition between the old and new administrations. As many as 1800 people work in the Executive Office of the President  (EOP) and the vast majority of those in White House components will be leaving. 

According to Jason, an advocate for information governance, what they have created and will leave for NARA to own  is an enormous mountain of presidential records, including:

  • Hundreds of millions of emails
  • Plane loads of paper
  • Petabytes of other types of data, including photographs

The Presidential Records Act (PRA) of 1978 designates every item in that vast trove as a presidential record. And under the PRA, the rules are clear: all presidential records of all White House employees must be transferred into the legal custody of NARA.  

For political appointees at federal agencies, the rules are differentOnly some records series in agencies are organized by administrations, Jason says. In other words,  a cut-off date when those records must be sent to a records center may differ from the date one administration ends and another begins.   Other internal records will be subject to an agency’s own policies regarding preservation or disposal, in accordance with the Archivist’s determination of when they will no longer have administrative, historical, informational or evidentiary value.

As a change in administration approaches, Jason recommends that departing officials follow NARA guidance and prepare thoroughly to make an “intelligent hand-off” by:

  • Meeting with their designated records officer or ombudsman
  • Working within the approved guidance framework for their agency
  • Ensuring that all records—including documents, email, and data—are accounted for
  • Removing purely personal information, especially PII
  • Transferring any emails sent via private accounts to a .gov account

We’ve seen in the news that senior officials can generate tens if not hundreds of thousands of records. Waiting until the last minute to sort and prepare all that material will make for a big, ugly job. To avoid the rush, Jason recommends officials adopt these operating principles from the first day they walk into their new offices:

  • Don’t skip the briefing on NARA and agency records management policies
  • Understand what systems are in place to automatically capture records
  • Follow procedures so that records are processed appropriately
  • Use a .gov email account for all official business (and promptly copy or transfer emails relating to government business sent over a commercial account to a .gov account)

Ideally, for most officials, the day-to-day burden of records management will be almost invisible. But taking a few simple steps can save a lot of time and keep you out of trouble—especially with new laws covering emails.

 

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