Well said. Thank you.
Laura Bauer, MMC
City Clerk
City of Commerce City
7887 E. 60th Ave.
Commerce City, CO 80022
(303)289-3676
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-----Original Message-----
From: Records Management Program [mailto:[log in to unmask]] On Behalf Of Patrick Cunningham
Sent: Wednesday, August 31, 2016 10:19 AM
To: [log in to unmask]
Subject: Re: GARP and then Not - Need Help
Amy,
I was part of the team that wrote the Principles (GARP at the time). There was no intent to mandate where in an organization the RIM / IG function sits. In my most recent organization, RIM was first in Law, then moved to Information Security (under IT) where my program morphed into an Information Governance role (by my definition). I wasn't thrilled initially by that move, but from a personal standpoint, it worked out fairly well for me -- mainly because I had a sponsor (the CISO) who wanted the program for the right reasons and expanded my role.
The "right place" for RIM is a matter of organizational culture. While I think many of us would tell stories or where we thought the "wrong place"
might be, it ultimately depends upon your organization and your leadership to set the right tone.
My recommendation is that you use the Principles to benchmark your program.
You may also want to look to ISO 15489 (which is older) as another benchmark. However, all these will show is whether or not you have the right components in place for your program, not where it should be.
In terms of ownership, you have to work within your organization's culture and structure. I don't think it is a good strategy to start in a place that says, "Don't make us report to IT" and then try to find evidence to support that end result. Nor will you find an approach that says, "The best RIM programs report to Law / GC". While you can find evidence to support that, a savvy person could find just as much evidence to counter your position.
The best starting place is to find the right sponsor who wants to own the program and enroll them to manage the politics. Ultimately, that's how you will succeed in your organization. Be open to possibilities if someone unexpected wants to take ownership of your program -- it might just work out better than you think.
Patrick Cunningham, CISM, FAI
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