To the Listserv:

If you have some perspectives on the nature of the best/worst reporting
structures or experiences that you can share with me, I would very much
appreciate it. I am to lead a Town Hall style discussion of this topic at
the upcoming MER Conference in Chicago at the end of April (see
http://www.merconference.com/session153.html ). As you can see from the
session listing, there are a number of potential issues raised by reporting
relationships including:

Who owns the ERM Program or Project? 
What level of Executive participation is required? 
What have been the differences in experiences when RM reported to IT, Legal
Counsel, a Business Unit, or the CIO? 
What are the risks of different organizational placements for ERM
initiatives? 
How does organizational positioning impact ERM Program liaison
relationships? 
Will budgets and resources be affected by the reporting structure? 
How can performance commitments be impacted by the organization chart? 

In searching the Listserv archives, it is apparent that reporting
relationships in organizations can tremendously impact the Records
Management Programs success and influence in the organization. We can
discuss these issues a bit on the Listserv or you can e-mail comments and
insights to me privately at [log in to unmask] Just knowing the
reporting relationship helps but I think we really want to know what works
and has caused "issues." 

All direct replies to me at [log in to unmask] will be held in
confidence and only generalized in the presentations of the results.

Thanks - John

********************************
John T. Phillips
MSLS, CRM, CDIA, FAI
Electronic Records Management
Consulting, Education, Research
Information Technology Decisions
www.infotechdecisions.com
865-966-9413

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