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RECMGMT-L  July 2002

RECMGMT-L July 2002

Subject:

Re: Records Managers Responsibility

From:

LVarendorff <[log in to unmask]>

Reply-To:

[log in to unmask]

Date:

Sun, 14 Jul 2002 20:36:11 +0800

Content-Type:

text/plain

Parts/Attachments:

Parts/Attachments

text/plain (232 lines)

To all of my dear colleagues: From an Interested bystander.

To David, Peter, Larry, Bill and others who have shown an interest in
this thread,

Who said RM was not an emotive issue?

Isn't it great!

Gets the blood running when things [real or imagined] are challenged.

If one puts forward a controversial point of view one must expect to be
A. challenged, and B. corrected [assuming your point of view is off the
mark, ill-informed or contrary to general opinion or consensus of
opinion].

Lets take Blacksmiths, then motor mechanics, and as a logical
progression IT professionals, they are all technicians to the greater
cause.

Some 5 or so years back I had heart bypass surgery and 5 bypasses. After
the operation I thanked the surgeon for the wonderful job that he had
done in getting me up and running again. In his humility he replied that
he was only a plumber and nothing more. He fixed my pluming and I should
not see him in any superior position than that. I still hold this man in
high regard irrespective of what he is, a heart surgeon or plumber who
works on the human body, whichever he is, he is the best in his
profession, in my view.

If we take the analogy of the buggy whip manufacture and the blacksmith
who kept transport running in their time and then the motor mechanic who
keeps the transport system running even today or the IT professional who
keeps our communication system [internal or external] running, are they
all not technicians in their own field with their own current or
previous levels of expertise? RM operatives also provide the services
required to continue the wheels of business and government turning.

Do RM professional need to work cooperatively with IT professionals and
IT professionals to work with RM professionals?

YES!, YES!, YES! and in the strongest terms!

Without a marriage as equals we will fail in our individual attempts to
reach the highest levels of best practice. A breakdown in the marriage
will have dire consequences.

RM professional are not superior to IT professionals and vice versa.
Both sets of professions hold unique knowledge and specialities that can
further each others profession and mission.

IT cannot survive without the input and cooperation of RM and RM cannot
survive without the input and cooperation of IT.

Let the marriage begin. I for one do not care if it is a shotgun
marriage but I trust that a long-term relationship will survive and not
end up in a premature divorce. A divorce will have untold consequences
to all professions, industries and governments world wide.

In a publication in 1993 Mr Frank McKenna of gmb in his book RECORDS
MANAGEMENT IN THE 90'S - A SURVIVAL GUIDE  had the following to say in
respect to the terminology of records management even though a little
tongue in cheek:

The next chapter covers this topic in a tongue-in-cheek fashion. If you
are a practising records manager please don't be too dismayed by the
first few paragraphs, they are designed to get your attention. I have
somewhat exaggerated the way the RM profession believes it is
sometimes viewed by other professions. "The way it used to be, our worst
nightmare". Fortunately, those days are long past, (or should be). Grit
your teeth and read on. Come to understand that the challenge isn't
really that difficult and that the rewards are well
worth the effort.
2.    The Challenge - records or information?
I have always disliked the term "records management". It conjures up
quaint and crusty, musty images of filing rooms, basements, ink wells,
steel pens, splintering wooden desks, suffocating paper dust, worn,
torn, crinkling, aged file covers and decay. A subterranean domain
peopled by ancient, shambling clerical relics. A paper graveyard. A
halfway house between retirement and death.
Records management, as a term for our profession, is an anachronism, as
out of place and time as pigeon-hole filing, leather-covered ledgers and
index cards.
The computerisation of the paper management process has irrevocably
changed the profession. We are no longer austere guardians of the sacred
file cover, we are managers and providers of
information. In fact, we are no longer just managers and providers, we
are now contributors. It is an essential part of our role to add to the
information store.
The records manager of yore had little need for high school diplomas,
university degrees or an IQ much above 80. Little was expected of him
and even less was given. The inevitable relocation
of a troublesome, uncooperative, untidy, social discard to the
subterranean kingdom of the dust mite was more often than not a means of
removing a bothersome and unsightly misfit to a place
where he or she could do the least amount of damage. No up-and-coming,
bright-and-spunky clerical trainee ever asked for a posting to "filing".
It was the graveyard, a place for pariahs, a resting place for the
hopeless where none ever returned to the bright and positive
word of the living. Death and retirement were the only means of escape.
In the organisational hierarchy, there was no lower occupation than
"filing clerk". The denizens of the records room
were the untouchables of the corporate and public service world.

Records management is no longer the sole concern of the filing area.
Records management, as is all information management, is the concern of
the corporate IT function. The aware IT manager is now concerned that
the largest database in the enterprise, that vast mountain of files and
loose paper, is uncontrolled, poorly managed and almost totally
inaccessible by the vast majority of enterprise employees. It is our
observation that over the past 15 years or so, the
majority of records managers have made little effort to solve this
problem. Some have been dragged screaming into the 20th century,
uncooperative participants of the information revolution. Many have
retired rather than face the stress and organisational upheaval of the
inevitable process to convert their. paper records into electronic ones.
Very few have embraced the twin challenges of upgrading both their
skills and their view of their role in the enterprise. The business of
records management has irrevocably changed. The
role of the records manager has irrevocably changed. The troglodytes in
the profession, those who have the most to gain from stalling progress,
will vehemently deny this change, this
metamorphosis of their essential role. Throughout history this has been
the way. The ultra-conservatives, the reactionaries, anxious to protect
their privileged world, have fought against change. Have instituted
pogroms against the creative thinkers. They have         sometimes
stalled change but have never stopped change. So it will be in the
profession of records managers. Take sides and gird your loins, for the
battle approaches.
The essential question is this: "Will records managers retain control of
their store of corporate data, or will they lose out to the IT
professional?.
The records manager of yore has no chance. The fight is as good as over.
The enlightened records manager of today has a real opportunity to not
only retain  responsibility for corporate data, but to significantly
enhance his or her standing in the enterprise by rising to the
challenge. By providing enterprise management with the level of
service required in this day and age. By becoming information managers
rather than records managers.

In May 2001 in a posting to this listserv I presented my view as to What
is Records Management? and I repeat the central core of that posting
below:

So, what is Records Management?
To me, it is a core business activity [and I mean business in the
broadest sense] without which no organisation, however large or small,
can meet its operational activities, its moral responsibilities, or can
document proof of meeting its statutory, legal, financial or shareholder
responsibilities, or provide for its history.
Records Management is the foundation stone on which all organisations
are built and which, without they cannot operate effectively or
efficiently.  It is a, or the core business activity and not an add-on,
which we are forced to implement by threat of penalties or
embarrassment.
Records Management is good management practice and should be in the
forefront of any executive mindset as a strategy for best practice, to
provide efficient, effective and cost minimisation initiatives.  Without
effective RM, inefficient and ineffective decision-making will be made
and remade with mistakes repeated without a reliable decision-making
information base from which to start to appropriately manage any
situation.  Effective Records Management will provide returns in
proportion to the effectiveness of the RM system in place.
Records Management is not a cost centre.  It is a strategic investment
from which all organisations will benefit greatly.
A Records Management Vision Statement could be:
The goal or vision for the operation of the management of records and
information within any organisation, Government or Private, should be
that data is entered only once into the organisations records and
information system, irrespective of its source. This data may be created
internally or obtained from an external source, free, in the normal
course of business or at the lowest cost and with the highest degree of
purity. All data held within the Records and Information System
Infrastructure should integrate with the total organisational
environment without having isolated islands of data being inaccessible
to any of the organisations personnel. The capture of this data should
be made in cooperation with the IT = Information Technology/Information
Support Services Departments and with the support of the IS = Computer
Information Systems/Applications Divisions. Without the cooperation of
these partners success would not be possible. Once data is entered into
the system it must be available to all personnel across the organisation
who have, a need to know. This need to know requirement will be tempered
by a management policy as to the level of security that any data may
require and also which individual or groups of individuals should have
access.

For a copy of the full article please refer to the Listserv Archive go
to the web site located
http://lists.ufl.edu/cgi-bin/wa?A2=ind0105&L=recmgmt-l&P=R22949 01/05/12
22:39 140 WHAT IS RECORDS MANAGEMENT?
Plus the notification of the release of the new International Records
Management Standard ISO 15489 parts 1. & 2. also detailed in the
Listserv Archive at
http://lists.ufl.edu/cgi-bin/wa?A2=ind0110&L=recmgmt-l&P=R14922
Today I still standby and will support my point of view as detailed
above and in my postings to the List. If you disagree with my position
please give me a blast, I enjoy a challenge and am prepared to alter my
view if improved alternatives are presented and argued.
May we all continue to progress the installation and ongoing maintenance
of  best practice RM and IT installations to the benefit of all of our
employers or clients and in the long term for the benefit of  the
Archivists who will need to keep all of this STUFF  [the highly
technical terminology of our friends in the IT profession] for
posterity.

Regards, Laurie Varendorff

Mr Daniel Lawrance [Laurie] Varendorff, ARMA

A Records Management Professional, and proud of the fact

Consultant/Trainer/Tutor/Presenter: Records and Information Management

Imaging and Micrographic Specialist: 26 years experience

The Varendorff Consultancy

The Australian Distributor for A&P International

Scanner & Micrographic Resolution Test Targets

Visit our www site: http://www.pressenter.com/~apintl/

ABN: 77 836 801 165

27 Ronneby Rd, Lesmurdie, Western Australia 6076 - AUSTRALIA

PHONE: + 61 [08] 9291 6925 - MOBILE: + 61 0417 094 147

EMAIL: [log in to unmask]

List archives at http://lists.ufl.edu/archives/recmgmt-l.html
Contact [log in to unmask] for assistance

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