Stephen Cohen asked about where RIM should report in an organization:
"Should it be part of legal, compliance, IT, risk, etc. Rather, where is
it best suited to achieve it's purpose."
I think that there are good arguments for AND against placing RIM in any
of those organizations. However, regardless of where it reports, if the
management of that organization doesn't support RIM principles and
strategies, then organizational placement doesn't matter. Ultimately, I
think that RIM should report to whatever organization provides the most
support and visibility. If that's the Mail Room, then so be it.
He also asked:
"Is records management a process or a service? Or is it more one than
the other?"
I think it's both. Good information management practices can
(theoretically) be incorporated into systems and processes without
requiring direct involvement of a RIM department. In that case, RIM
could be seen as a process. However, it's usually closer to the truth
that such practices aren't enacted or systematized without a LOT of
involvement by a RIM professional, which would be a service to the
organization.
Pilar C. McAdam, CRM
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Los Angeles, CA
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