It is very important to give this group substantive items to accomplish
at each meeting, or they will stop participating. "To do" lists can
include:
- review of software packages being considered (so that RIM can
participate in this process)
- development and scheduling of RIM training inside their departments,
same for compliance audits
- review and updating of data maps
- review of RIM metrics re: services to their depts., ex: retrieval
requests, incompletes, problems
- review of RIM budget(s)
- discussion of enterprise-wide policies and issues concerning RIM, or
in which RIM can help
- updating them on new privacy laws, etc.
You can go on and on from there.
I don't do a classic RIM Committee. Instead, I put together "working
groups" to accomplish specific tasks, and ask the participation of
interested members of the stakeholder departments, trying to get a
vertical representation rather than a horizontal "department head from
all departments." But we are a small organization, and that is a good
fit for us.
Gary Link
Pittsburgh, PA
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-----Original Message-----
From: Records Management Program [mailto:[log in to unmask]] On
Behalf Of Nolene Sherman
Sent: Friday, January 13, 2012 12:10 AM
To: [log in to unmask]
Subject: RIM Steering Committees
Several RM best practices sources say that a RM program should have a
"Steering Committee." I am trying to choose the appropriate people to be
on ours, and would have representatives from IT, Legal, Finance,
Compliance, and an operations person from each of our major lines of
business. But I was wondering, other than conducting an annual (or
whatever period we choose) review of our retention schedule and policy,
what else, if anything, would they do?
Nolene Sherman
[log in to unmask]
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