 My name is Sue Fife. I'm the Director of the Information Management section at Dear Science Australia, which plays a role across the agency in coordinating data and information management and delivery, including library and records management services, but also basically our long tail of data management and metadata management and delivery and data storage. In terms of information management culture or change, the principles are the same. So the case study that I did use from Dear Science Australia was one we'd already been through over 10 years in introducing electronics. Particularly all the principles of changing information management are the same. It actually started the planning stages over the last two years, for also sharing organizational change only happens if a critical mess is reached. In both numbers with management and the staff on board, the more people doing it, the more it becomes a culture of the agency, the more everybody gets involved. Which quite a few actually do, is that they run out of steam before the critical mess of staff are actually converted and they fail to actually continue to change or to continue to build on the original change of systems and processes. So in terms of cultural change, you need to change the hearts and minds of people. So basically that means the four main hurdles that you need to actually get across are cognitive, people that have to understand why you need to change. The limited resolve I want to put all of that and doing some other exciting science or whatever, this is just war and garter management. Motivating additional politics because the visionaries are often shot down by the people who have been doing something for a really long period of time and they really understand their own being in detail, but they can't quite grasp the first thing therefore you need is a really clear vision of why the agency has to change, what the change will look like, what the future state of the change should look like. This is usually involved quite a bit of extensive strategic planning and design. Before even the agency commits the science of Australia, this particular move towards electronic document and data management with papers by consultants that went to the committee putting forward the business case for electronic documents and records management to replace the paper management system that was happening at the time. And then of course once the vision is in place, it needs to be communicated. The first place to start with the communication is with the executive. If you don't get your executive on board, there's no way you'll ever change. Pretty much always involve staffing resources and changes to ICT systems. It's very expensive to make these sorts of changes, but also to long-term resources to make this change happen over the long term. The way that we kept our executive engaged in continuing to ensure that their staff, they promote the staff all the way down through the levels from division heads through group leaders, through project leaders, into the general levels of the head or division head would receive their trim statistics, which actually made every single person in their particular branch or division of who was using trim, who used it often, who didn't use it at all. They tend to like a little bit of competition and this way they were actually being forced to continue with each other on how well their particular division managed over a period of time. Okay, so we've got the executive on board. We have to get everybody else on board. You need to focus your energies on building a group of powerful bodies, but that will include the people who are best at data or document management or records management or whatever the changes that you're trying to make. People who do that and naturally think that way in each of the divisions that those people over. They have a lot of influence on everybody else, so it's a really good place to start. Now the next thing, apart from communicating to people, is often facilitated or works through tools, some sort of tools, maybe you need to enter metadata or in our case they need to enter, they need to use a tool to do their electronic records and everybody do this is to make sure that that didn't as the office week. This is actually if you want, for example, or Microsoft Excel or whatever other, or even their emails, whenever they press save, it takes them straight into saving in trim. They actually have to go to another step to save it elsewhere other than in trim. So the actual tool for doing the thing in the right way is part of their normal everyday work practice. Not only that, trim super containers. Trim has been described as a big black hole where you just dump stuff in and you have to do these complicated searches to find anything again. If you actually put a structure of super containers into your trim, people have something that actually replicates what they were used to doing when they were saving their files in Windows. So the Windows file structure sort of appears in their trim interface, showing them where their files are stored and it doesn't need to be with the way that the trim works or anything. But you don't stop there. I think how many version changes of our electronic records and data management system to increase functionality, to increase integration, to give it a better look and feel and to make it easier for people to use and also more consistent with the way people are thinking in modern times. So as technology changes, we're also changing our trim to keep up. At the moment we're considering how we're going to integrate it with social media tools because that's just something that's starting to happen in our agency. But unless we can save our social media records, as you might call them, in trim, then we're kind of missing out there as well. So we've made changes to the system in 2004, 2005, 2006, 2008 and just recently in 2012 to keep our technology up to date and the processes of how people do it, how the modern world technology is changing. In any culture or change, like looking at sticks and carrots, you really, really have to use both. Whatever you can think of as a stick or whatever you can think of as a carrot, our big winner, how we changed our agency from about 10% usage of our electronic supplement management and records management system to about 50 and now about 80% is the biggest jump was during this time when we actually had people's wages increase based on the whole agency reaching a 50% level of usage of trim over a three month period. So people weren't going to get a pay rise according in the certified agreement unless 50% of people in the agency were actually using trim on a day-to-day basis to do their document and records management. I know that not all of your institutions are going to be able to do something like that but that's one benefit of being in public service. We have really good control of what people do. We also have the ability in everybody's individual performance agreement, so the agreement you make for what work you're going to achieve over the year which is assessed at the end of every year of putting the use of trim for record document management record keeping into that performance assessment. So there's all sorts of little ways you can influence what people do in their work but that's not all. A lot of this is actually about communication and learning. People need to be trained. People need to learn, understand why it's good for them and find out what they need to do. Everybody learns in a variety of very different ways so you do need to target all these styles of learning and communication. Overall, what we found out and what I heard at another information management strategy conference is pretty much that people aren't going to pick something up and learn particularly well until they've had a personal experience with something themselves that's proven to them why doing it this way is actually better for them. So that involves a huge amount of time and interaction with people on a person-to-person basis. I think I've got a slide here of what we offer in GA to target people, to target all the different styles of training for people in terms of electronic documents and records management. Training, induction for all new styles. We'll grab them as they walk in the door and I'll talk about that a little bit more later on. Refreshers for current employees, one-on-one training, group training, seminars, a mandatory e-learning package that people have to go through every year. Information sessions, updates. It looks like a team and a vision and branch meetings each month and a huge amount of self-help materials in a whole variety of different formats available on the internet. And also a hard copy manual, so there's things that people can refer to if they like working through things themselves. But even that wasn't really, really enough. It wasn't until we actually got a girl working in the records management unit that had a marketing background from university studies and she sort of said, well actually we need to think of this in a more systematic way and think of it by developing a marketing strategy to overcome our problems in training and getting to people. And that might sound complex in that you need special training or whatever to be able to do that, but really not. It's just a way of actually thinking, what are the problems? Why aren't we getting to people? How do we best get people to look at these things on our individual-based art and have a look at who we need to target, our solution to and for the problem? How we could possibly fix the problem? What's the tactic to fix the problem? And what are the sort of reasons why this strategy might or might not work? So if you do this for each of your perceived problems beginning, getting people to actually go to training, which is very, very difficult, in this case with targeted new starters, giving them a personalized email on the first day that they come to work so that they've got this really nice introduction. Here's something that's really important to work that you need to actually attend. Before they get swamped or overloaded with anything else, then you'll actually paint the culture before they learn about bad culture from other members. Even more important, make sure that there is an ongoing implementation. You can't make a change, you can't invest millions of dollars or even hundreds of thousands of dollars in making a change. People forget you need to have an implementation team that keeps the momentum going over the long term for your staff. So of course that was just our records management unit, but it was our records management unit ensuring that their focus was on supporting training and building awareness continually through personal service to the agency in what they do. So they're out there all the time talking to people. The key factor we found is having really excellent personalized responsive client support. Anybody's having difficulties with trim or any problem at all, you actually proactively go out there and find their problems and identify them through some of the methods that we have of actually picking up problems including things like audits or just statistics that are coming in for how many people are using this or that. But your client support, each person that's involved in pushing this change through is going to be a really key factor. And just to show how long and slow it is, I've only shown since 2007 to 2012, remembering back in 2004, I think we had about 10% each. It's a long, slow road, but even after 10 years of working on this whole implementation, it's still increasing. People are still actually using trim for document records management more and more across the agency. Thank you.