- •Code of Professional Responsibility. – Availble at: http://www.Arma.Org/about/overview/ethics.Cfm
- •II: The Professional Principles
- •3.1 Responsibilities
- •3.2 Acquisition and processing of personal data (Principles 1 and 2)
- •3.3 Records management policies, procedures and systems
- •3.4 Records centre operations
- •3.5 Inventory of personal data systems
- •3.6 Notification
- •3.7 Maintaining accuracy of personal data (Principle 4)
- •3.8 Data subject access to personal data (Principle 6)
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •Industry / sector specific knowledge and understanding
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •Industry/sector specific knowledge and understanding
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values, the following values and behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviour which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •1 Identifying options for training sessions
- •2 Delivering training sessions for learners
- •Industry/Sector Specific Knowledge and Understanding
- •Industry / Sector Specific Knowledge and Understanding
- •Industry/Sector Specific Knowledge and Understanding
- •Industry/Sector Specific Knowledge and Understanding
- •Industry/Sector Specific Knowledge and Understanding
- •Introduction
- •Involvement and motivation
- •Volunteering
- •Industry/Sector Specific Knowledge and Understanding
- •Industry/Sector Specific Knowledge and Understanding
- •In addition you will need to demonstrate that you know and understand:
- •Industry/Sector Specific Knowledge and Understanding
- •3.1 The Records Management Function
- •3.2 Roles and Responsibilities
- •3.3 Records Management Policy Statement
- •3.4 Training and Awareness
- •3.5 Records Capture and Creation
- •3.6 Records Maintenance
- •3.7 Records Disposal
- •1. Scope of the policy
- •2. Responsibilities
- •3. Relationship with existing policies
- •4. Guidance
- •Introduction
- •1 Business
- •1.1 Business Knowledge
- •1.2 Business Orientation
- •2 Technical
- •2.1 Legal & Regulatory Framework For Records Management
- •2.2 Records Management Theory and Practice
- •2.3 Professional Networking
- •Introduction
- •2.1 Competencies
- •2.2 Levels of Knowledge/Expertise
- •2.3 Framework
- •2.4 Application of the Framework
- •3 Job and Person Specifications
- •3.1 Role Types
- •3.2 Job Specifications
- •3.3 Person Specifications
- •4.2 Development Plans
- •4.3 Training
- •It Literacy
- •Influencing
- •Information Management
- •Iinformation Technology
- •Information Policy
- •I. Demonstrate Interpersonal Skills
- •I 1. Demonstrate concern for client / customer / user
- •I 2. Demonstrate oral communication skills
- •I 3. Demonstrate written communication skills
- •I 4. Demonstrate leadership
- •I 5. Demonstrate negotiation skills
- •I 6. Demonstrate interviewing skills
- •I 7. Demonstrate teamwork skills
- •1. Basic Level:
- •2. Technical Level:
- •3. Expert Level:
- •4. Manager Level:
- •3. Records Management Competency Profiles
- •2 Policy and Skills / Knowledge
- •Core knowledge and skills
- •Alia core values statement
- •5.1.2 Organisation of administration
- •5.2.3 Documents and documenting
- •5.2.4 Records Management
- •5.2.5 Archives management
- •5.2.6 Information technology
- •5.3.4 Records management
- •5.3.5 Archival processing
In addition to the core values and behaviours, these behaviours underpin effective performance:
You respect your organisation's processes for negotiating contracts for supplies and seek advice when needed.
You recognise the need to develop good relationships with the owners of collections of archival material.
You represent your organisation's interests in negotiating with suppliers.
You seek innovative arrangements for acquiring content and services including partnering with other organisations.
You operate to the ethical and commercial standards required by your organisation.
Links with other standards and competency frameworks:
This standard has links with standards in the NOS for Supply Chain Management such as M12 - Produce specifications for suppliers, M13 - Evaluate the capability of suppliers to meet supply specifications and T1 - Maintain operational relationships within the supply chain which were developed by the Chartered Institute of Purchasing and Supply. See www.cips.org or www.ukstandards.org
Standard C4 – Develop, negotiate and manage supplier relationships
To meet the standard, you must be able to:
Specify the requirements for an invitation to tender in sufficient detail to ensure that the successful tender will met your organisation's requirements.
Select from alternative sources of supply to create the best mix of suppliers for your customers and your organisation in terms of reliability, relevance and quality.
Develop a good working relationship with owners of archival collections and have clarity of the terms and conditions of potentialdonation, purchase or transfer.
Define the criteria for assessing the suppliers' response to the ITT or contract details.
Obtain information from suppliers to enable assessment and verification of their capacity to meet the defined needs and identify any risks and quality issues with the suppliers' proposals.
Select the preferred supplier(s) using predefined criteria.
Negotiate a contract for the supply of content that meets the defined need and complies with legal requirements and organisational guidelines.
Communicate the terms of the contract to stakeholders and to staff who will be involved in day to day operations under the terms of the contract.
Implement the contract and undertake day to day management of content acquisition within the terms of the contract.
Monitor the supplier's performance under the contract and address problems that arise.
Monitor the organisation's compliance with the terms of the contract and take any action required to achieve compliance internally.
Use key contacts to develop strategic and working relationships with the supplier that enable the organisation to understand and influence supplier developments.
Re-tender and re-negotiate as required by organisational needs and supplier contract terms.
Maintain all necessary records regarding contract development and performance.
Standard C4 – Develop, negotiate and manage supplier relationships
To meet the standard, you must know and understand:
The principles and practice for tendering and contract negotiation.
Your organisation's procurement policies and procedures and how to obtain expert advice.
Cost benefit analysis methods and procedures.
Quality management principles and practice.
Risk analysis methods and procedures.
Analysis and evaluation techniques.
Evidence-based decision making practices.
Contract law.
Legal and regulatory requirements affecting content acquisition and use.
How to monitor business intelligence on suppliers.
The different terms under which archival collections may be transferred.
Standard C5 – Acquire external information, materials and services
What is the standard about?
This standard is about the cost-effective acquisition of externally published content and other materials through establishing processes for procurement and negotiating contractual arrangements. It applies both to the direct purchasing of external information by an organisation and also to the purchasing of information through partnerships. It covers the acquisition of primary, secondary and tertiary information resources, in electronic, multimedia and physical formats. It covers the acquisition of the resources themselves and arranging for
Who is the standard for?
This Standard is applicable to people in management/leadership, practitioner/expert, and operational roles who are involved in development and operation of processes for acquiring external publications and other resources relevant to providing information, library and knowledge services.