This is a difficult one.  I have found through the years that this was the 
case with my current employer.  Through the years, I have had to market 
our RIM program to my Director.  I will often forward articles to him on 
risk management or RIM issues so that when I bring those same issues to 
him, he is receptive to the ideas. 

One of my biggest challenges here is compliance to the records retention 
schedule.  Not that we don't follow it, but that we require sign-off on 
those records and that often takes years.  My new policy states that 
destruction of the records will not go beyond the end of the calendar 
year.  If sign-off does not happen by the owner, the record will be 
collected and both me as the records manager and my director will sign-off 
on this.  Of course there will repeated e-mails advising that this will 
happen.  This change in policy has taken years to happen and happened only 
because we had a problem and I stressed that the systematic approach to 
records was being compromised in our organization.  Last year this new 
policy would not have been approved but has been this year due to 
perseverance..  Sometimes you have to keep saying the same thing for it to 
work.

I would have a heart to heart talk with your immediate supervisor on why 
you were hired if they are not serious about records.  Records are often 
not taken seriously because management feels they are not part of the core 
competencies of the organization. It is your job to make them see the 
light.

If all this doesn't work, it might be best to update your resume and find 
another organization who values their records and the staff who manage 
them.

Good luck!! 

John Annunziello, ERMm
Manager, Records and Information 
Toronto and Region Conservation Authority
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"Information is a corporate, strategic asset that needs to be managed"

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