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I totally agree with Ginny on her reminder of risk management!  Just be
sure to NEVER EVER save a document under the pretense of "well I might
need it one day". And while you might think you will have that situation
later, determine the other side of the equation: what will happen if we
destroyed it after all proper reviews and following correct procedures?
Most likely, nothing will be impacted and even more, you will have saved
a LOT of time and effort NOT having to locate the info and make x amount
of copies for various parties.

It simply goes back to making the right decision for the situation.

Alice B. Young
Records Management Administrator
Greater Orlando Aviation Authority
407-825-2060 voice
407-825-2526 fax
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Do we do what is right or what is easy?
 


-----Original Message-----
From: Records Management Program [mailto:[log in to unmask]] On
Behalf Of Jones, Virginia
Sent: Tuesday, September 15, 2009 1:23 PM
To: [log in to unmask]
Subject: Re: [RM] Vital Records


I agree with the suggestions from both John and Fred.  However, you need
to also document the possible risks to the organization from the overly
complex retention schedule, the lack of vital record identification, and
the lack of inclusion of inactive records in the schedule.  Don't be
afraid to pull in compliance risks also, legal understands legal risks
and may not have considered all possibilities.  For example - are some
of the records in storage no longer created but still need to be
retained for business, fiscal, or legal reasons?  If so, the company is
at risk if these records are not part of the "official" records
management policy (think spoliation during litigation) - which includes
records retention and disposition policies and procedures.  If the
company has such a complicated retention schedule that no one actually
follows it OR if the schedule is stand alone from the rest of the RIM
processes, then the cost to find records and documents when needed can
become c!  umbersome.

The retention schedule is a piece of the whole, and showing where the
risks lie can also show the inadequacies of the schedule being a part of
the whole RIM program.  Try to avoid "that's not the way it's done" or "
in the past we did this" and point to possible future risk and expense.
This way management will look at your reasoning as protecting company
assets and not just protecting your "turf."

Ginny Jones 
(Virginia A. Jones, CRM, FAI) 
Records Manager 
Information Technology Division 
Newport News Dept. of Public Utilities 
Newport News, VA 
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