Nolene,

    I have attached a charter that I use for my RIM steering committee. You
are welcomed to use it as long as you don't distribute it to other entities.

Sam McCollum, CRM, MBA
SIMC Coaching

On Sun, Jan 15, 2012 at 10:37 PM, Nolene Sherman <[log in to unmask]> wrote:

> Thanks to everyone for your input on your steering committees. I was
> trying to keep my question brief, so I didn't go into much detail. However
> an update may be useful -- especially since some may recall when the
> position was first posted here on the Listserv. I was hired by a
> 120-year-old international company to develop their first-ever records
> management program. I have been eyeballs deep in this since May of 2009. I
> have put in place a records management policy and retention schedule for
> our US operations (we are in all 50 states and have just about 10,000
> employees). The executive sponsor for the program is our Associate General
> Counsel and is fully supported by the CEO and President. Our company has
> always been a very decentralized organization --- we don't even had a
> functional org chart. But over the recession, one of the core strategies
> has been to centralize, standardize and increase efficiency. The RM program
> directly supports those goals.
>
> Perhaps bass-ackward, but we are now in the process of putting in place
> the records management roles established in the RM Policy. We have 21
> "Records Liaisons" who oversee the RM program for their line of business
> and act a my go-between for RM-related communications. Under the Records
> Liaisons are Group Liaisons who oversee the program for more targeted
> groups ... typically for a particular state. These Liaisons are charged
> with identifying Departmental Records Coordinators for each physical
> location (800+) and each distinct workgroup within that location. I have
> created several self-paced training courses for the Liaisons, Coordinators
> on their specific duties and for all employees on general RM practices.
>  The Liaisons are responsible for making sure the program is being
> followed, monitoring off-site storage for their group, coordinating with
> their groups for suggesting revisions to the retention schedule due to
> operational changes and notifying us of any new laws or reg!
>  ulations they become aware of that may affect the retention schedule.
> Many of the divisions are also using this as an opportunity to create
> standards and best-practices within their lines of business. I currently
> have bi-weekly teleconferences with the Records Liaisons and Group Liaisons
> just to make sure that things are perking along and to get feedback and to
> answer questions.
>
> Our company participates in PACs for our industry and we have a team of
> attorneys working out of our India office that has been tasked with
> monitoring legislation that our company may be interested in. They have
> also been given the responsibility for monitoring the 6900 (US) laws that
> back up our retention schedule and would do the legal/regulatory research
> for any new categories we add.
>
> Most of the actual "work" of RM will be done at the Departmental level.
> Because the retention schedule was thoroughly researched and approved by
> all appropriate parties, the retention schedule itself is the authority for
> destruction and no further authorization process is required. The
> Departmental Records Coordinators are expected to perform an annual review
> and destroy any records within their group that are eligible and not
> subject to legal holds. We are developing an attestation form through our
> HR system that each coordinator will be expected to submit each year. Our
> Corporate Compliance and Internal Audit groups are working with me to
> develop an auditing process for the program.
>
> The first phase of the program is to get our physical records and offsite
> storage locations in compliance. We'll start on a full current-state study
> and needs analysis for enterprise content management a little later this
> year. The end product of the needs analysis will be an overall strategy for
> managing all of our electronic documents and moving to more paperless
> processes. From there we will do an RFP for whatever technology we have
> decided we will need.
>
> What is the typical size of your Steering Committee? If I had just one rep
> from IT, Litigation, Finance, Compliance, Risk and the India team and added
> each of the Liaisons, that would make 29 people including myself and the
> Corporate sponsor (from Corp Legal). I can't imagine anything could get
> done with that many people involved. Plus the liaisons are relatively
> higher-ups, but may not have final decision-making authority. I could
> reduce the size by using a divisional rep rather than each liaison. We have
> 7 actual reporting divisions, but they have several lines of business or
> geographic sub-divisions (which is where the Records Liaisons come in).
>
> Nolene Sherman
> [log in to unmask]
>
> Records Manager since 1996. Gone wonky since 1998.
>
> List archives at http://lists.ufl.edu/archives/recmgmt-l.html
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>



-- 
Sam McCollum, MBA, CRM, ERMm
President and CEO
SIMC Coaching Corporation
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