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Using the Business Process Level Section of the RREC

While there are most likely a number of different ways to obtain answers to the questions in the Business Process Level section of RREC, The Models for Action team recommends that it be implemented in the context of a business process improvement activity. There are also a number of ways that the background information can be gathered to support the business process improvement activity. In this case, the preliminary information to support the BPI activity was gathered through interviews of all staff involved in the process. The Business Process Level section of the RREC was implemented and evaluated during a business process improvement activity with the New York State Adirondack Park. A sample of the responses to the questions for one subtask is also available. A brief description of the steps involved in the use of the Business Process Level section of the RREC is provided below.

  • Interviews were conducted to identify records management issues.
  • The interviews also captured a process diagram from the perspective of each person interviewed. The individual process diagrams were integrated into one process model. A group decision conference was conducted with all staff involved in the process as well as legal and other expert staff.
  • The group decision conference was comprised of the following steps:
    • Develop consensus and common definitions around the process diagram representing the current business process.
    • Identify sub-tasks or logical breaks in the process. For each of the sub-tasks, pose the questions in the Business Process Level of the
    • RREC (careful transcription and organization of responses is critical).
    • Distinguish wherever possible whether the records management requirement is associated with a legal or regulatory requirement, professional or agency best practice or policy.
    • Identify areas where there exists uncertainty in the responses and identify individuals for follow-up.
    • Based upon the responses, begin to identify options for business process improvement.
      • Hints:
      • Sub-tasks that result in no change in the record are likely to add no value to the process and may be candidate for modification, elimination, or movement to another part of the process.
      • Minimizing the number of times that a record is passed back and forth between staff within a process can reduce total transaction time. Attempt to identify opportunities for consolidating task work within a pass.
      • Records management requirements that are not based upon legal or regulatory requirements are candidates for modification or elimination. For each of the identified requirements, ask the questions "Why is it done?" and "Does it need to be done?"
    • The improved process and the preliminary set of records management requirements will serve as the foundation for the automation of the business process and system specifications that will be supported by appropriate management and policy strategies.