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Information Service Convergence: The Ultimate Collaboration

Leith Robinson (Ph D student)

Organisation: Department of Information Studies, School of Media, Culture and Creative Arts, Curtin

University

Keywords: information service convergence, pressures, organisation needs, future challenges, management buy-in

INTRODUCTION /ABSTRACT Convergence is innovative; it involves collaboration and requires communication. This paper examines information sector convergence, with a

focus on records and archival projects, and contends convergence is an appropriate response to external pressures, especially changes in technology

and user expectations.

It draws upon Ph D research unique in its consideration of the WA situation, and also covers the as-yet little investigated Australian environment.

The methodology included an international literature review, a survey (sent state-wide) of Western Australian information professionals and case

studies of four districts (Wanneroo, South Perth, Busselton and York). The conclusions were also informed by the author’s personal work and study

observations and experiences. This paper differs to previous presentations of some of this material due to additional data and extension of scope.

Examples of convergence (from both the public and private sector) of people and organisations working together locally and nationally are provided,

and these will be compared and contrasted to global unions. This paper will argue that convergence should be escalated, to meet tomorrow’s

challenges.

Convergence initiatives get attention, but for partnerships to work, much effort is required in terms of planning, finance, site, operational and staff

role overhauls. Management buy-in is crucial, and this is enhanced by proving convergence can meet organisation needs. Worldwide, convergence is

a topical, multifaceted and controversial notion, and this paper should interest all those concerned with industry sustainability and survival.

DEFINING CONVERGENCE

Convergence is defined as “the coming together of distinct and separate factors or phenomena” and “the merging of distinct technologies, industries

or devices, into a unified whole” (Merriam & Webster Dictionary, 2011; Online business dictionary, 2011). Convergence is described as superior to

other coordinated efforts such as collaboration and co-operation as it creates rather than exchanges values; it is viewed as transformational.

(Mitchell & Watstein, 2007). Pradhan (2010) put it simply: “together we grow”. There are many aspects to and types of convergence, including

management, roles (duty crossover), holdings (hybrid collections of physical and electronic formats), sites (hybrid buildings), associations,

educational curricula and tools (Robinson, 2010b). Each of the case study sites (and many of the workplaces of the survey respondents) had various

degrees of physical, virtual and management convergence. Convergence is about taking the best of each system and developing something new and

even better (Sayers, 2001). For example, of Universities in the UK who had converged their information divisions, Libraries and IT, 67% specified

the management of services was improved and 65% noted a positive impact on their courses (Field, 2001).

INFORMATION SERVICES, CONTEXT AND CONVERGENCE

Information services are responsible for providing processed and published information on specific topics to an organisation’s internal users, its

customers and/or the general public (Information services definition, http.www.businessdirectory.com, 2010)

The World [in general as well as] of Information is dynamic, shifting, multi disciplinary and converging (Olsson & Henninger, 2008; Pullin, 2010).

A linked content economy requires linked support services, and a network model of information (Boyd, 2010). Integrated services are synergistic

with today’s work practices and organisational culture, as already staff share calendars, blogs and Wikis. Stratification and separation is just not the

mode – nor is it feasible - in the 21st century. A senior manager at Wanneroo said “For me [convergence] is a natural synergy – I couldn’t see why

we wouldn’t do it”. Convergence has weakened “silos” and isolationist outlooks, but current structures do not yet adequately address the

cognacency of the information functions (Findlay, 2010) nor the interdependency of business, people and technology (Garraway, 2010). Hence some

groups – such as in the pharmaceutical industry – are working on a blueprint for the “Ideal Corporate Information Centre” (Bassett, 2011).

SPAN OF CONVERGENCE

Convergence is evident in all types of organisations: Corporations, governments, public agencies, academia and the not-for-profit. For instance,

HSBC [the International Financial Organisation] has Records Management Programme and Activities under the umbrella of Technical Services

(Swinnerton, 2010), Orange, France’s Telecom, has embedded their records managers in the operating divisions such as Research and Development

(Cottin, 2010), and the Ernst and Young accountancy firm in Melbourne doesn’t have a centralised library or information centre; rather their

knowledge professionals sit in the business divisions and work directly with their stakeholders, as Naomi Doessel (2008) reported (she was with the Transaction Services.)

Other examples include the Perth Water Corporation (a government agency) has Records Management, Document Management and Mail

responsibilities under the Information Services Branch (Dent, 2009) and the University of Melbourne Archives operates with the University’s

Records Services [restricted access] and is also a National Collecting Archive with public access to a range of material especially Labour and

Business Records (University of Melbourne Archives – Homepage, 2010). Also, the Victorian Archives Centre in North Melbourne is a partnership

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between the National Archives of Australia and Public Records Victoria (Public Record Office of Victoria – Collaboration, 2010; Public Record

Office of Victoria – Directory of Archives in Australia, 2010).

Information services are often placed with collecting services, who whilst offering cultural information also manage artefacts, as was discovered in

the case study research. Further evidence of such virtual and/or physical merges are Trove the online resource, which covers more than 45 million

items from Australia’s memory institutions, spanning book content, articles, pictures, music, sound and video (Weight, 2010), and the Rooms in

Newfoundland, Canada, which is an archives, museum and gallery (Homepage, 2010).

One of this paper’s ultimate examples of integrated information services is the LINC Tasmania initiative. This is state-wide, and not only

information, culture, education and community services convergence, but also both virtual and physical, plus management convergence. There is the

virtual “izone” for the library, archives and heritage collections, and the physical integration of Libraries, Online Access Centres, Adult Education

and Literacy support services in LINC branches, for example at Rosny and Glenorchy (Conroy-Cooper, 2011).

FACING EXTERNAL PRESSURES

This paper will now outline the external pressures on today’s organisations

1. FINANCE The Global Financial Crisis that began in 2007 remains one of the major influences on organisations today. Countries worldwide suffered drops in

export demand, GDP reduced, there were job losses, the housing market was fragile, currencies devalued and interest rates increased. Domestic

consumption levels dropped as the standard of living costs increased, therefore businesses operated with consumers that had less money to spend;

businesses themselves were cautious. (Reserve Bank of Australia, 2010)

The three countries in which RIM Professionals Australasia has Chapters – Australia, New Zealand and Malaysia – didn’t suffer as much in the

economic downturn as America and Europe, but still were affected (For example, the building of the case study site of Wanneroo was underway

Figure 2 THE ROOMS,

NEWFOUNDLAND,

CANADA

Figure 1 VICTORIAN ARCHIVES

CENTRE (North Melbourne Reading

Room)

99 Shiel St North Melbourne

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when the GFC occurred, and they reacted by making some budget cuts), plus businesses here might have parent companies overseas, compounding

the fallout.

Next, between December 2010 and May 2011 the world saw an unprecedented number of natural disasters. In Australia there were floods, fires,

storms and cyclones, which devastated towns, cities homes and businesses, livestock and agriculture. These disasters severely impacted local,

national and world economies. This meant huge insurance payouts, more taxes (the flood levy) and skyrocketing food and grocery prices, and also

of manufactured goods and building supplies (Awaiting price rises after quake, 2011; Disasters: Why the latest NZ quake is a big deal, 2011).

Some commentators believe the natural disasters may be more of a short-term financial pressure on organisations than the GFC. Nonetheless, the

combination is significant. Higher prices mean customers have less money and are less willing to spend – described as being on a “savings bender”

– with savings reaching a 20 year high of 10% in March 2011 (McEntyre, 2011a; Savings bender extends retail drought, 2011). Then ABS data for

the first quarter of 2011 produced the worst result in twenty years, leading to predictions that Australia is headed for recession (Australia ‘heading

for recession’, 2011), and both consumer and corporate surveys show anxiety about the future (Consumer sentiment plunges after floods, 2011;

Rates face rising tide after flood, 2011).

Businesses are operating on tighter margins, therefore they seek cost-cutting ( ECM industry perspectives, 2009; Cost cutting and pricing pressures

fastest growing risks to global business in 2011, 2010; Bizzaca, 2011) and governments look for funds to aid victims.

The case study site of Busselton recognised these financial pressures, with official documents stating “servicing all requirements from fewer outlets

is desirable from an affordability perspective”.

Other examples of savings gained via information service convergence include the decision to co-locate the Darwin NAA office at the NTAS

(Northern Territory Archives Services) site in Milner, and the management merger of Archives New Zealand and the National Library of New

Zealand into the Department of Internal Affairs, both to recoup millions (ASA Notices, 2010; Steemson, 2010; Office co-locations, 2011).

2. USER EXPECTATIONS

The digital age has increased the expectations of users as to the availability of resources (Wainwright, 1996; Brown, 2008); and this pressure drove

the University of Birmingham’s five-way interaction of their Corporate Information, Learning and Research, Planning and Administrative services,

Library and Computing Systems (Field, 2001) The “fingertips generation” wants immediacy and broad functionality, considering information and its

provider boundaries immaterial (Sayers, 2001; Barton, 2005; Colwell, 2007, Garraway, 2010). These characteristics were acknowledged by all but

one of the case study sites.

It is stated that integrated services suit the current way of working, which is less in the office (with hot desks rather than assigned workstations) and

more offsite; perhaps at client premises or from home. Employees telecommute, there are project teams across time and geographic zones and people

hold a 24/7 attitude. This is reinforced by documents from the research site of Busselton, which state “Physical opening hours are trending towards

more flexibility and availability, with some on-line services expected to be provided around the clock, event when the building itself is closed”.

Consequently this paper urges the virtual integration of data, and the physical integration of repositories. The merging of information staff teams is

also suggested, so that one person can help workers when they phone or email, preventing their query being relayed or “bounced around”, time-

wasting and causing frustration. As Field (2001) stated, in today’s environment the unification of facilities and information resources is essential, and

a staff member I interviewed agreed “The convenience of a “one-stop shop” in a busy age is obvious”.

3. TECHNOLOGICAL CHANGES Information service convergence is enabled and demanded by technological advances in the production, storage, retrieval, processing and transmittal

of information (Field, 2001; Sayers, 2001; Myburgh, 2003; Law, 2007). Software is more sophisticated: For instance, discovery layer interfaces

combine search tools on a program with all other information tasks, such as – in a library – cataloguing and acquisition (Robinson, 2010a).

Commercial products available include Encore and Serials Solution 360.

The possibilities of this transformed digital environment mean new models of working and service delivery are required to optimise information

utility (Besser, 1998; Ayris 2007; et al).

This paper provides the example of technological changes enabling and fostering information service convergence at the Australian Pesticides and

Veterinary Medicines Authority (APVMA) a Federal government statutory authority. Their Information Services section now manages records,

archiving and library operations, and advises on information security, information management and associated information areas such as copyright

(Woodcroft, 2011).

The Ph D survey asked respondents to select what would prompt their institution to merge. The results in relation to these three drivers is in accord:

Figure 3 Identification of external pressures driving information service convergence

PRESSURE % SURVEY RESPONDENTS

Finance 73.6%

Users ( combined total of staff and public) 52.8%

Information technology 28.3%

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This paper next explains other external pressures.

4. HOLISTIC VIEW OF INFORMATION

There has been a change in perspective: Knowledge management is no longer an add-on to an organisation (the atomistic view) but integral and

fundamental to it (Southon & Todd, 2001). The trend is that information environments will be come even more large scale and holistic (Field, 2001;

Antonesa, 2007) and predictions are RM and IM will join ECM to be EIM (ECM Industry Perspectives, 2009; Rationalisation and convergence to

define enterprise content management market in decade ahead, 2010; 2010 Content Technology trends http.www.realstorygroup.com)

The author recommends an integrated information service to reflect this evolutionary path. A possible combination could be – as 40.8% of the survey

respondents selected - archives and records to join with libraries.

5. FREEDOM OF INFORMATION

A growing pressure on organisations is upholding the tenet of freedom of information (FOI), which is described as “the fundamental right of citizens

in a democratic society to have access to publically releasable government information” (Wainwright, 1996). To this end the office of the Australian

Information Commissioner and the Information Advisory Committee was established in November 2010. This is a single office to deal with

complaints, advice and reporting. (Towards an Australian Government information policy, 2010)

An example of an agency integrating services to expedite requests is the WA Department of Corrective Services. They describe their Knowledge

Management Directorate as providing vital information services both internally and externally to be the custodians of offender and corporate records,

to coordinate the release of information, to administer the Freedom of Information Act, to ensure data integrity and also to prepare content and

communicate via their internet and their websites (Larke, 2010; Green, 2011).

6. TRANSPARENCY & VISIBILITY

A heightened business pressure is the requirement of transparency or visibility (Wainwright, 1996; Rationalisation and convergence to define

enterprise content management market in decade ahead, 2010). Unhidden or unobscured information practices assist when audits and scrutiny

occurs.

7. COMPLIANCE WITH REGULATIONS

As the 21st Century progresses the number of regulations, rules, policies, standards, laws and specifications that comprise an organisation’s

compliance are growing (Business Archives in North America: Invest in your future, understand your past, n.d.;

Cost cutting and pricing pressures fastest growing risks to global business in 2011, 2010). Subsequently they seek support from a consolidated and

harmonised Records, Information and IT service (ECM Industry Perspectives, 2009; Preimesburger, 2009a).

8. GOVERNANCE

Assessing governance means checking how an organisation is directed and administered. For example, in America leadership, control and the

conduct of affairs and the results of its activities are measured against the Sarbanes Oxley Act. The integration of ECM Systems helps to build a

complete and a sensible information governance program (Rationalisation and convergence to define enterprise content management market in

decade ahead, 2010).

The last three external pressures are all linked by companies wishing to avoid wrong practices, errors in behaviour, and resultant bad

publicity.

The dangers of corrupted records management (which would have been limited or prevented by an integrated service) have been illustrated in recent

years through scandals. Overseas, there have been those such as Enron in the USA in 2001, and in Australia, the Royal commissioner [Owen]

handling the inquiry into the HIH collapse noted poor quality management of information impaired the ability to monitor the operations (Logan & Gilbert, 2003).

MEETING ORGANISATION NEEDS

This paper next describes how Information service convergence will address an organisation’s process and practice needs. These are:

1. Achieve the full potential of Information Resources.

To quote staff from the case study of Wanneroo: “We have expanded the information network for everyone involved in the convergence”.

If converged, data collections and quality are better and more accurate via easier data cleansing and maintenance (Wainwright, 1996). Data is agile,

and can be re-purposed and re-energised. Opportunities to offer complementary services then become clear: Departments may target their fellow

department’s contacts – this is known as obtaining more clients using internal sources (Gollner, 2008).

The convergence of information staff – who are an information resource too – means there is a larger knowledge base in a single community (IMLS

upnext wiki, 2010)

.

2. Improve Access.

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Both physical and/or electronic converged information services are simpler and more convenient for internal and external customers. I have

uncovered numerous examples, including the company OpenText reporting one of their most frequent engagements is to overcome departmental

silos of information (Robinson, 2010d), and the creation of the single-entry-point Commonwealth portal to government services australia.gov.au

(Wainwright, 1996). Another example is from Adelaide where the public can view records from all three tiers of government at the State Record

Office (Archives offices to combine, 2011). The four case studies were unanimous in their planned or actual extension of access, for both staff and

customers. This was in terms of a better physical location, access to collections previously stored away, longer hours and extra days open. For

instance, Wanneroo showed enormous improvement, with longer opening hours at their converged site for all domains, and in particular the access to

the museum was far greater – it used to be in the middle of a National Park!

Better access keeps customers loyal.

3. Facilitate interoperability Integrated information services with common platforms and programs allow (for governments) the cross-agency management of information and

enable (for corporations) the transfer of information across boundaries. This has been familiarly put as “getting the most out of what we have

nationally and globally” (International council on Archives, 2008; Petterson, 2010; KM & Collaboration Australia Program 2011). For example, the

2011-2012 Federal Budget included $373.6m over four years to integrate the ICT infrastructure of Medicare Australia, Centrelink and the Child

Support Agency (Waugh, 2011). The aim of interoperability is realised at Wanneroo and South Perth, with service referrals (e.g. to the Adult

Learning Centre) and also concurrent programs. It will be demonstrated by the case study sites of both York and Busselton, via their convergence

and co-location plans addressing the scattering of the town’s information and community services.

4. Retain evidence

An integrated information service means all parts of the organisation’s history are kept, and the celebration of entity, customer and product

anniversaries are not forgotten (Shapley, 2010). For example, Citigroup’s archives are part of its global information network, and they are planning

their bi-centennial in 2012 (Edgerly, 2011). The availability of material for self or external examination and evaluation is also improved (National

strategies for business archives (England and Wales), 2009; Business Archives in North America, n.d.).

5. Enhance decision-making

Viewing all an organisation’s information enables sound judgement. Better and more reliable reports and compilations are produced (Business

Archives in North America; n.d).

6. Improve efficiency

Centralised storage and joint staffing offer consistency and co-ordination, and achieve efficiency (Brantley, 2008). For example, at Wanneroo the

museum now has one location in which it can carry out display, storage, research, conservation, preparation and educational activities, and Busselton

expect streamlined service delivery from their upcoming merge.

Economies of scale occur (Waibel and Erway, 2009) when the “back-of-house” duties are shared. This last-named convergence is an escalating

trend (Findlay, 2011). For instance, the “efficiency quest” by the Victorian Government from 2006 led to the unification of many shared service

functions, including Libraries and ICT divisions, across several government departments (Shine, 2010). The results from the survey endorse this

point of view, with remarks from respondents including “sharing resources is sensible” and ‘a combined service point is far more efficient”.

7. Reduce functional overlap

Eliminating duplication is a key motivator for information service convergence (Findlay, 2010; Quihampton, 2010): The recognition of functional

overlap prompted Nova Scotia’s unification of its Records and Archives Services in 1996 (NSARM homepage, 2010).

8. Treat the information asset as a whole

Organisations view assets not only in their entirety (land, capital and so on), but also over a span of years, and now information is considered in this

manner. This approach is permitted by an integrated information service which handles information throughout its lifecycle ECM Industry

Perspectives, 2009; NSARM homepage, 2010). An example of such a view is that of the Information Management Unit at Statistics New Zealand,

which handles statistical data, its supporting documentation and metadata, other business records and intranet content (Coolbear, 2011).

Another example is at Oxfam in the UK, where the Business Information Officer covers archives, physical records and document management,

electronic document management, collections and history (Newman, 2008).

9. Achieve cost cutting.

Information service convergence offers many ways to achieve cost cutting. For example PROV and NAA at the Victorian Archives Centre share

costs such as reception and security (Heazlewood, 2010), as does the case study site of the Wanneroo Library and Cultural Centre; and the Bendigo

Regional Archives Centre (BRAC) is housed in the Bendigo Library as the community did not have sufficient funds for a venue (Hicks, 2008). Less

total floor space is required to build one site rather than two or more, resulting in reduced rent, and (also from my research) the limited York staff

resources were able to be stretched with employees servicing more than one function.

10. Align business goals.

For instance, Curtin University’s CITS (Curtin IT services) was formed in 2008 to “provide information communication and technology related

services to support the strategic goals of the University” (Curtin IT services – who we are, 2010), and alignment did drive the convergence of the

Wanneroo site. The incorporation of “green features” in the building designs of Wanneroo and South Perth will not only cut costs but also ensures

the councils satisfy their environmental responsibility (also included in Busselton building plans). Findlay (2010) noted information convergence

fosters improvement initiatives, productivity, and business continuity, and Pradhan (2010) reported it propels business development.

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The trail-blazing merge of Libraries and Archives Canada aimed to provide the best possible account of Canadian life (Libraries and Archives

Canada – Homepage, 2011). This is another of this paper’s ultimate examples as it unites management, staff, physical and virtual resources,

including 140 databases.

11. Manage risks Risks such as data loss will be reduced when information is consolidated. For instance, all will be backed-up, and all will be migrated in upgrades.

Data loss stemming from separation and variation in storage – as is threatened in Busselton – is also reduced.

12. Assist legal discovery

Litigation is supported via the clearer processes, naming and storage management in a merged information system (Gartner predicts a strong future

for RM software, 2010). An instance when this will help is when defending organisation trademarks and intellectual property (Shapley, 2010).

13. Meet compliance A number of industry veterans such as Dr Ulrich Kampffmeyer (considered one of the mentors of the DM industry in Europe) agree that an

integrated information service best supports and addresses the regulatory and compliance demands on business and Government organisations

around the globe (ECM Industry Perspectives, 2009; Project Consult webpage, 2011).

[Risk Management, Legal discovery and Compliance]. Iron Mountain Incorporated, the global information storage company, identified all three of

these just mentioned requirements as significantly altering and informing management in a corporation (Preimesburger, 2009b). They predict the

role of a Records Manager will accommodate legal and financial duties as well as staff working more closely with general counsel and compliance

officers, and this will be facilitated by a converged information service.

14. Establish niche / Market differentiation

Information service convergence has competitive importance (Myburgh, 2003); having all information together will help consolidate business

identity, and a strong identity can be leveraged to ensure differentiation from rivals (National Strategy for Business Archives (England and Wales),

2009). This is crucial to be a player in an ever-broadening market place and consumer pool as geographical and time limitations shrink. I reinforce

this point by reporting the Wanneroo case study site was undertaken to “ensure our place in the hearts and minds of customers” (Brennand, 2009).

(Some of the ways in which a merged information system meets organisation needs are interrelated, such as the retention of evidence assisting

compliance and legal matters. Also, some of these organisational desires can be satisfied by silo’ed information services; my point is that an

integrated and collaborative approach moves a service from adequate to outstanding).

Other Advantages of information service convergence

Integrated services build morale. A quote from one of the case studies [Wanneroo] endorses this notion – “it makes for a really harmonious

workplace...our business unit is happier and healthier”.

Integrated information suits city or rural environments. Spall & Watters (n.d) wrote of shared information and technology systems in regional

communities, with shared databases about clients, shared resource libraries and IT support functions. I advise that my case studies spanned both

metropolitan and remote locations, and convergence was apparent or planned in all four of them.

Companies who implement integrated information services can use this as a marketing tool (Business Archives in North America, n.d; Shapley,

2010). For example, the material produced by Wanneroo Library and Cultural Centre trumpets their uniqueness in the state. Convergence changes

one’s corporate image – they are seen as leading practitioners, and this demonstration of modernity in approach ensures respect and clout. For

example, people from the case study site of Wanneroo commented diplomatically “I think [professional colleagues] have been pretty impressed with

Figure 4

LIBRARIES

AND

ARCHIVES

CANADA, [Services to the

public building,]

395 Wellington

Street, Ottawa,

Ontario

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what we’ve done”, and – less diplomatically - “yeah, they are really envious, it makes you feel good!” Being viewed as lively, vibrant and “sexy”

means it will help in recruiting quality people, and it will attract clients (Straits Knowledge, n.d.).

Drawbacks to convergence

Yet there are disincentives to implementing information service convergence. There is the chance that it might not eventuate as planned (For

example the museum at the WLCC did not receive its planned allocation of space, particularly an education area, and the site renovations at South

Perth meant pipes ended up running through an archival storeroom), and that there will be unequal contributions from the merging partners (Yarrow,

2008). Communication strategies are required to overcome any conflicting priorities or approaches between the partnering services – for example,

between records management and IT (Lazzari, 2011), and a shared vision and fervent commitment is needed (Edwards, 2003). The data from the

Wanneroo site in particular upheld the importance of communication, not only between all levels of staff but to their patrons; contrastingly in South

Perth council, management and staff often left each other “out-of-the-loop”, which caused subsequent problems.

This paper confirms there will be disruption during the merge (especially from site renovations), and disputes over involvement, hierarchies and

status (Piggott, 2007; Chan, 2008; Marshall, 2010). Only the Busselton case study site did not report or expect this to occur. Elsewhere, Justine

Heazlewood (2010) from the Victorian Archives Centre reported “ownership issues”, and spatial politics are another hindrance.

As both the literature and the survey results revealed, the cost to overhaul sites and implement such a structure is a deterrent (the start-up funds vs.

long-term savings). Planning can be lengthy (Bailey & Tierney, 2002; Quihampton, 2010) – the Wanneroo site noted it took eight years.

It is acknowledged as per the literature (Hargrave, 2008; et al.) that information service convergence is demanding. This was also borne out by the

research, with 22.2% of respondents anticipating working longer hours. The survey also tested the estimation of effort to carry out a merge:

Survey respondents

Figure 5 Identification of effort needed for information service convergence

More than half (53.8%) predicted the effort to implement a merged service as difficult; 44.3% thought it would be moderate and only 1.9% rated it as

easy. Some of the case study participants planning convergence at York expected it to be difficult, and the South Perth library staff had numerous

examples of dealing with “the little bombs that go off every day”. However, standards already exist to help with the uniting of information services

(such as those produced by the Queensland Department of Education and also the State Library of Queensland), and the contention remains that the

advantages of integration far exceed the disadvantages; indeed, 79% of universities in the UK reported benefits from convergence (Field, 2001).

To summarise this section, a converged information service will be effective, and it will deliver both qualitative and quantitative benefits.

HANDLING TOMORROW’S CHALLENGES

Numerous experts like those from Gartner Inc (the International Information Technology company) predict that most if not all of the pressures

identified earlier in this presentation will continue; therefore, the argument is that the appropriateness of integrated information services will remain,

if not actually escalate.

Three factors from the discussion of external pressures and organisation needs will be revisited:

1. FINANCE

There will be the lingering spectres of the GFC and the natural disasters (Williams, 2001a; Williams, 2001b). Even if Australia and the world do not

slide further into recession, markets could be volatile, recovery could be slow, and economic growth sluggish (Economic growth to slow after

disasters, 2011; Heaney, 2011; Japan crisis to delay interest rate rise, 2011). Consumers are predicted to embrace austerity (“the new era of

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0%

Effort Difficult

Moderate

Easy

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frugality”), which means as customers numbers dwindle, businesses will continue to seek cost cutting to keep their profits consistent (Williams,

2011a and b).

Governments are receiving less tax revenues and spending more on social welfare as the population ages(Gogan, 2007; Van Onselen, 2011).

Consequently, governmental information services are converged to save money: For example, in Scotland three records bodies - the General

Registry Office, (mainly concerned with births, deaths and marriages), the National Archives and the Registry of Scotland (property and other legal

documents) formed a new singular entity as of 1 April 2011 (Dinwoodle, 2010).

Innovation is also required for businesses to maintain their market share and subsequently their revenues (Cost cutting and pricing pressures fastest

growing risks to global business in 2011, 2011). The creation of new ideas and subsequent new products or services relies upon the completeness of

information as is attained by converged facilities, and is sparked by the mix of staff (as the survey and the Wanneroo case study site revealed).

Innovation is also a client drawcard - Both South Perth and Wanneroo report (and Busselton and York hope for) more sponsors, visitors and

memberships now they offer converged sites; this was supported by the survey data too, with 64.3% predicting more online visits, 91.1% estimating

more physical visits and 64.6% anticipating an increase in members.

2. USER EXPECTATIONS

Demographic changes will see even more digital natives in the office and also as customers, resulting in greater demand for seamlessness (an

uninterrupted flow) in both their work and private lives when searching for information (International Council of Archives, 2008; ALIA Access 2010

program).

3. TECHNOLOGICAL CHANGES The convergence of content infrastructure and product integration capabilities will continue as technology advances (Documents And Records

Management And Analysis Of Market Trends To 2013, 2010; Rationalisation and convergence to define enterprise content management market in

decade ahead, 2010). Theorists urge upsizing collaboration in the digital world, to maximise the benefits of emerging technology and to best fulfil

an organisation’s mandate (Digital Futures – across borders [Media release], 2007; Libraries and Archives Canada website, 2010).

Furthermore, McEntyre (2011b) reported the current pace of technology will continue to shrink office space, with more and more people working

remotely (the traditional office is seen as becoming redundant within a decade) which fuels the drive definitely for virtual convergence (and if

minimal site space is still kept) also of physical convergence of resources.

Therefore in relation to these main challenges of tomorrow, this paper paraphrases Spall and Watters (n.d.) that convergence may do more

than ensure the future viability of organisations, it may be the point of difference of successful organisations in the future.

HOW TO OBTAIN MANAGEMENT BUY-IN

To achieve management buy-in for information service convergence it is suggested:

1. Emphasise value and appropriateness (Schultz & Klugmann, 2010). Refer to the advantages listed earlier in this paper, and reinforce your

case by doing further research (Hakala, 2008). For instance, advise that analysts consulted in London identified two of the top ten business

opportunities in 2011 as:

a) Innovation in products, services and operations;

b) Investing in IT processes and tools (Cost cutting and pricing pressures fastest growing risks to global business in 2011, 2010).

2. Eliminate jargon when you pitch the idea. People’s eyes glaze over at “Tech speak” – be clear and straightforward (Straits Knowledge,

n.d.).

3. Keep the message consistent from all the proposed partners and their teams (Schultz & Klugmann, 2010). As a respondent in the survey

said, “Regardless of one’s personal feelings, one must support the decision”.

4. Seek champions of the notion of integrated services, from all levels of the organisation (Straits Knowledge, n.d.; KM & Collaboration

Australia program, 2010).

5. Choose your timing. Early or late in the financial year is often when new projects are considered.

6. Propose a pilot attempt (VAC did), to prove the utility of information service convergence. (The survey respondents expected senior

information staff would have to demonstrate the benefits of convergence prior to management approval).

7. Plan a staggered rollout – take the incremental rather than the “big-bang” approach. This will (if necessary) alleviate management and

employee hesitation and discomfort, and also be easier on the steering committee. Two of my case study sites (Wanneroo and South Perth)

had “soft openings” after their convergence – they delayed the official launch and the site’s full operating hours until one month later.

By employing the preceding strategies, it is believed management will respond favourably.

SUSTAINING THE INFORMATION MANAGEMENT PROFESSION

This paper will now discuss why the profession should support information service convergence.

Some industry commentators perceive the RM profession as behind the times, paper-focused, and unable to deal with the changing era (2010 content

technology trends). This compounds the ever present concern as to the sustainability of our sector. The survey results showed :

20% of staff were uncertain whether their specific job would continue in future

70.5% of staff were uncertain whether there would be many opportunities for jobs in the sector generally in future

9

Statistics from the ABS reinforce/demonstrate the worrisome situation .In 2009 employment levels for Archivists and Record Managers dropped by

just over 44%, and the short term outlook for Record managers and Archivists is of more job loss. There is a below average proportion of full-time

jobs (67.4%). (Archivists, Curators and Records managers – Job outlook, 2010; Bunyip & Associates, 2010).

Participation and promotion of convergence can address this challenge.

Converged information services make RM stronger. For example, in the United Kingdom in June 2010 a new body The Archives and Records

Association was established as a result of the merger between the Society of Archives, the National Council of Archives and the Association of Chief

Archivists in local Government. It is now a more powerful advocate for records managers and archivists, especially when advocating to Government

(Foster, 2010; McEwen, 2010). Findlay (2010) stated that if information management is handled as a single strategic area in an organisation it has an

assured “seat/place at the executive table”.

Convergence is innovative in what it demands of the information profession. Authors almost unanimously state that convergence will mean the re-

invention of and new information roles - Gartner Inc foresaw hybrid information roles whereby IT, Information Management, Information

architectural, legal and librarian duties intersect – This is upheld by a quote from the Busselton district: “There will be a new breed of staff member.

They will be librarians, archivists, technical facilitators, technicians, learning facilitators, program managers and program and service providers”.

Another example is ASIC’s information analysts, who undertake record keeping, library duties, legal and financial research, and intelligence

gathering (Martin, 2010).

More theorists predicted the emergence of collaborating, cross-trained staff (Bailey & Tierney, 2002; Olsson & Henninger, 2008; Broady-Preston,

2009; Pullin, 2010). The research showed that Wanneroo’s multi-qualified staff help out in busy times or during staff absences, and this is also

underway via training at the South Perth site.

The modern information professional will support more business functions than ever before (Bassett, 2011); they will use their traditional skills but

they will also need to learn and apply new skills. Their activity boundaries will widen and they will engage with issues they and their employers had

not previously seen as their realm (Southon & Todd, 2001). An example is the Manager of Information Resources at the Department of Health in

WA, who co-ordinates records, library and IT services, including developing information policy, managing the provision of licenses for electronic

clinical information resources, evaluating and implementing new technology, public relations such as representing the branch on working groups,

and ensuring strategic and operational objectives are met, and legislative requirements too (Barnett, 2011).

Another example is at Boystown, a Queensland based charity for disadvantaged children and young adults. Their records assistant will also work in

reception and general corporate administration (Administration assistant – records, 2011). This combination of duties is also apparent in America

(SOCentral, 2010).

Flexibility will be essential (Southon & Todd, 2001), but the reward is greater task variety (Parker, 2003). 86.7% of the survey respondents selected

this as a consequence and remarks included “it would be a more interesting place to work”, and from the case studies, some of the staff at York and

Busselton were keen to try other domains.

Thus a positive response to the concept of information service convergence facilitates personal and sector resilience and future proofing

(Von Retzlaff, 2005; Robinson, 2010c).

The Australian Records Management Profession leads the world (Ivokic, 2010) - for instance in standards and practices, such as pioneering AS4396,

contributing to ISO15489, and creating VERS and DIRKS.

Therefore it is contended they should uphold their reputation by being at the forefront of Information Service convergence.

CONCLUSION

In summary, this paper proved that convergence is topical, multifaceted, and widespread, with examples provided from government, academic, not-

for-profit and corporate sectors. These will help obtain management buy-in.

Admittedly, the convergence of information and cultural services is not unopposed (Gurciullo, 2009), and one survey respondent remarked

“Convergence is not the best thing since sliced bread!” Also, theorists have cautioned convergence is “not a silver bullet” (Stemmer, 2007), meaning

it will not automatically rectify pre-existing operational flaws.

However this can occur (Field, 2001), and furthermore, information service convergence presents an opportunity to thoroughly review and improve

procedures and thus provide greater return on investment

The suggestion of this paper was for the escalation of the integration of an organisation’s Records, IT, Library, Knowledge and Research functions.

It remains the stance that this will optimise the information asset, suit the current and anticipated global business context, and tackle many present

and future pressures and needs.

In comparing and contrasting information service convergence locally (for the author, in Western Australia) and nationally to global unions, the

author contends that Australia neither leads nor lags behind, yet because Australia is heralded as a leader in Records Management our country should

enthusiastically endorse merged service models. As an executive from Wanneroo said “I would strongly advise that anyone who had an opportunity

to do a convergence, to have the courage to do it”.

From personal experience the author promotes service convergence; in her career thus far she has witnessed the advantages gained, and seen how an

integrated (as opposed to specialised and fragmented information service) is more reliable and thorough in its support of business activities. With

10

this added to the findings of her research, the author declares that today’s and the future’s organisational environment requires the escalation of

integrated information services.

This paper challenges you as Records Managers to seek this path of convergence to sustain your profession and urges you to remind your

management that a continued investment in information services and systems is essential for continued growth and prosperity.

11

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