GLA/ARMA January 2002 Chapter Meeting Vol. 2002 No. 1 ......Murtha focused on what it takes for her department to allow the average person to access historical information about

22000011

January 2002Vol. 2002 No. 1

InsidePresident s Message 3GLA Annual Conf. 6ICRM 9Response to FAIRC 10Document Mgmt. 16TRIM 17

HAPPY NEW YEAR!

GLA/ARMAChapter MeetingJanuary 16, 2002

At TheBurbank Airport Hilton

"RIM: A True Success Story"

William Benedon, CRM, FAIBenedon & Associates

Visit us online for more details:www.arma-gla.org

GLA News & Views / January 20022

Jim’s CornerBy James Higdon

GLA ARMA President

President s Message

web. Finding the software, migrating thedata and architecting the rollout to pro-vide everything from related books to thefinancial history for a piece of pricelessart, took two years to implement.

Following David and Amy was MurthaBaca Head of Standards andVocabulary Programs with help fromGetty Research Institute InformationSystems Specialist Karim Boghida.Murtha focused on what it takes for herdepartment to allow the average personto access historical information aboutartwork via the website by focusing ondata standards and controlled indexingvocabularies. Murtha packed enough inher half-hour to send many into "senso-ry overload."

Following the program, the groupmigrated to the restaurant where the epi-curean experience rivaled those had inthe very best restaurants in Los Angeles.Chris Martinez was awarded for her hardwork over the years volunteering to runthe P.A.C.E. Program, and KandaceMerrill thanked for taking up the causethis year. Door prizes including a onehundred-dollar gift certificate toNordstrom s were raffled off.

Thanks to the efforts of the GettyInstitute, we had the largest turnout for achapter meeting in recent history andpossibly ever in the history of GLA. Themagnificent facilities of the Getty muse-um coupled with a truly wonderful diningexperience, and an interesting andinsightful panel of speakers, also sup-plied by the Institute, drew one hundredand forty guests to the event. For thoseof you not fortunate to attend, I havesupplied a brief re-cap of the event.

After a few brief announcements, DavidFarneth Head of the InstitutionalArchives and Records ManagementDepartment at the Research Libraryopened the program and introduced ourspeakers. He gave us an overview ofthe infrastructure of the Getty, whichincludes over twelve hundred end-usersand over eighty departments.

The manager of the CollectionsInformation System at the J. Paul GettyMuseum since 1987, Amy Noel, followedDavid by diagramming how 180 staffmembers access the Museum’s CISsystem. This system is also used as aninteractive application for Museum visi-tors and for publishing collections on the

GLA News & Views / January 2002 3



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Mark Your Calendars!!Tuesday, March 26, 2002

GLA-ARMA Annual ConferenceBe an Information Survivor

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Cal State Long Beach Foundation CenterLong Beach, California

About our Program:GLA ARMAs Annual Conference is scheduled for Tuesday, March 26, 2002 at Cal StateUniversity Long Beach Foundation Center, which is located on the campus of California StateUniversity Long Beach. The Foundation Center is located between Pacific Coast Highwayand the 405 Freeway near the border of Los Angeles and Orange Counties and a few min-utes away from Long Beach airport. Our program will include a basic track with topics cov-ering starting a RIM program, a City of Pasadena case study, RIM software selection processand emergency management for RIM programs. The advanced track will go into the detailsof legal research for records retention schedules, electronic discovery of records, workingwith your IT department and Nega-trends how their predictions affect the RIM profession.

EDUCATIONAL SESSIONS TUESDAY, March 26, 2002

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Whether you are new to records and information management or a seasoned professional,there are topics that will apply to everyone. Attendees will gain a wealth of knowledge fromSouthern California s premier records and information management professionals. Speakersinclude Steven Brower, JD; Nyoakee Baker Salway, FAI; Juanita Skilman, CRM, FAI; BarbaraNye, CRM; Sharon Hyder, CRM, CMC, Robert Monzon; John Isaza, JD; Cynthia Nunes, RitaMendoza; Barbara Cross, CRM, and J nise Smith, CRM

Conference FeesPre-Registered (by Feb. 28th) $150.00 Cancellations must be receivedAfter Feb. 28th $165.00 by March 23rd for full refund Walk-ins $185.00

Conference fees include continental breakfast, lunch and parking validations

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For a copy of the brochure or to get registration information contact:Jan Hodges, CRM

Phone: (310) 252-4292Fax: (310) 252-3861

E-mail: [email protected]


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Fellows of ARMA International"Of particular interest and concern tomember are the SIM (StrategicInformation Management) and SII(Strategic Information Institute) initia-tives being acted upon by the ARMABoard of Directors. What follows is aconsensus report submitted by theFAIRC (Fellows of ARMA AdvisoryCouncil) to the ARMA Board and theBoard’s response.

The purpose of the FAIRC, as a group ofprofessionals recognized for excellencein the field of records and informationmanagement (RIM) and with dedicatedservice to ARMA International, is to serveas a knowledge resource for the ARMAInternational Board of Directors (BOD)

Your reactions and comments are need-ed. Please send them to the FAIRC([email protected]) and Terry Coan([email protected])" Fellows ofARMA International. Below is the fromthe FAIRC to ARMA Int l and theresponse from ARMA Int l to FAIRC:

Fellows Resource Council (FAIRC)

To ARMA Board Through Terry Coan,ARMA President

Consensus Report — Nov. 2, 2001

Issue: Incorporation of the StrategicInformation Institute (SII) and therelated Strategic InformationManagement (SIM) initiative.

Background: The issue has been of consider-able interest and discussion since its introduc-tion. The FAIs expressed concern as well withits conception and implementation and metwith the Board in Montreal during the lastARMA conference to determine how the FAIscould most effectively submit their consensus

on this as well as other issues. The Boardendorsed the FAI Resource Council conceptand open discussion on issues followed. TheARMA President, Terry Coan was to submit aworking plan to the FAIs by October 31. (Thisplan has been received and is currently underreview by the council.) A report was also pro-vided on the SII incorporation. Incorporationwas pending, but no formal action indicated.

An announcement of the incorporation sched-ule for the SII appeared in the InfoPro and indi-cated that incorporation would be completedby November 16th. This was contrary to allexpectations by the FAI.

FAI Action

FAIs were contacted and asked to state theirpositions on the issue and the above refer-enced action by the Board. Only FAIs whowere currently active and wished to participatein the FAI deliberations were involved. Theirnames appear at the end of this report. EachFAI stated his/her position and a consensuswas determined.

FAI Position

Place all current SII related initiatives on holdimmediately.

Supporting Data

The value of the initiatives has been ques-tioned since their inception due to inadequateplanning, development and promotion. Theirjustification has been based primarily uponexternal evaluation of the profession ratherthan research from within the profession. Theconsultant s report underestimates the skills,experience, and resolve of those engaged inthe "records management" profession.Whether we are addressing "managing infor-mation strategically" or "strategically managinginformation", the overall premise is the same —

cont d on page 9 . . .

GLA New & View / January 2002 9

records and information management are criti-cal assets that contribute strategic as well asoperational value to an organization. Thoseindividuals who support high quality RIM pro-grams should be working toward assuring thatthose assets impact the priorities, decisions,and directions of the organization. We are notentirely convinced that SIM leads to an employ-ment niche at all, but is rather a set of skills andexperience that a successful Records manag-er must possess in the new world of electronicrecords management.

An organization of 10,000 members was notcreated from a lack of recognition of recordsmanagement positions or failure to adjust tochanging technologies and environment.These elements have contributed to ARMAssuccess as a professional organization.Success has also derived from membersfinancial support, volunteer efforts, and dedica-tion to the promotion of RIM through chapteractivities. These efforts deserves recognitionand a voice in deciding any professional direc-tion change. If leadership does not accept thatthis level of input and consensus building isnecessary, they are projecting a lack of willing-ness to negotiate on an issue of great concernto many ARMA members and leaders. Suchaction does not send a positive message to amembership that often refers to ARMAInternational as "our" association.

To our knowledge there is no business plan forSII; key questions have not been addressed.What is the ultimate goal of SII? What are thespecific services and products? Where do SIIprofits go? Who will be the benefactors of thisfor-profits business? Does this mean a tieredcertification program with certification by SIIseminar attendance? What is the total cost ofthe effort to date and in the near future? Withthis information properly disclosed, a referen-dum on the SII question with pros and consshould go to the membership. What are thepossible benefits of getting the Institute incor-porated when we can t say with clarity anddepth what those benefits will be? We wouldlike to see a business plan for SII before money

is spent on incorporation and we are led downa path from which retreat can be painful andembarrassing to members, the association andthe profession.

We feel a "plan of action" is needed for bothSIM and SII to properly evaluate and determinethe course of these initiatives. We are ready towork with you and assist you in developingsuch a plan. Incorporation at the present time isinadvisable and can only cause an unneces-sary disruption in our association s progress.Many needed efforts in RIM education, stan-dards, communications and leadership devel-opment are being neglected.

One of the SIM/SII task force members hasstated "with the pace of change slowing con-siderably within the market, now is arguably theprecise time to do the requisite research anddevelopment for SIM and the Institute." Wesubmit that the precise time to do the requisiteresearch and development was long before theinitiative reached the present point of con-tentiousness within the association. Now is thetime, with truly representative input, to stepback, examine fully disclosed actions to date,arrive at supported conclusions and continueour constant forward motion. The benefactorswill then truly be our members, our association,and our profession.

The FAI Advisory Council would appreciate aresponse to this report prior to the proposedincorporation date.

Respectfully submitted:

Bill Benedon, ChairpersonChristine Ardern Jean Brown Susan Cisco Jim CoulsonFred Diers Marti FischerDebra Gearhart Mike PembertonIra Penn John PhillipsMary Robek Nyoakee SalwayJuanita Skillman Donald ScheweDavid O. Stephens Robert Williams

. . . cont d from page 8


ARMA International Board Decision

On Monday, November 5, 2001, the ARMAInternational Board of Directors convenedvia conference call to reevaluate the timingof the incorporation of the StrategicInformation Institute. The Board consideredall the input it received from members whilein Montr al as well as the position statementsubmitted by the Fellows. After a great dealof discussion, the board voted 9 to 5 againsta motion to postpone the incorporation untilFebruary 15, 2002. Thus, the Board upheldits earlier decision approving plans to fileincorporation papers for the Institute on orabout November 16, 2001, per the SIIProject Plan approved by the Board at itsSeptember Board meeting.

The purpose of this response to the FAIRC’sNovember 2, 2001 Consensus Report is to

1. Provide context for the decision of theboard to proceed with incorporation onNovember 16, 20012. Assure the FAIRC that their ConsensusReport was taken into full consideration ofthe decision3. Respond to certain assumptions present-ed within the Consensus Report4. Provide answers to specific questionsraised within the Consensus Report

Context for Board Decision

The Board s decision to move forward withthe November 16, 2001, incorporation datecame after considerable discussion. Thequestion on the table was not the relevancyof SIM or the need for the Institute, butrather the timing of incorporation.

The proponents of the delay felt it necessaryto use the 90 days gained by a delay in

incorporation to February 15, 2002, to gath-er additional feedback and solicit support byexecuting a solid communications strategyto the membership regarding SIM and SII.Board members on both sides of the issuewere very clear on the need for continuingwith our strategic objectives while also put-ting an increased emphasis on improvedcommunications, however the opponents ofdelay felt that a 90-day extension and themere implementation of a communicationstrategy would not reap the desired resultswithin the time frame specified. .

The ARMA Board has found itself in a "catch22." On one hand, the Board cares deeplyabout the members and values input at alllevels. Based on all the input, dialog,research, and analysis that has gone intothis plan, the Board believes this is the rightcourse of action for the benefit of our mem-bers and the profession. However, theBoard also realizes that many of the con-cepts and strategies need further develop-ment and the necessary details are not yetavailable to provide specific answers to thequestions posed. Development of theseconcepts and strategies will require sub-stantial resources — both time and financial.Unfortunately, ARMA International, as a not-for-profit professional association, does nothave the vast amount of resources requiredto make this happen on its own. Therefore,the Board needs outside input andresources to fund the development, and isthe first step toward providing more detailsto the membership

The Board believes that, ultimately, resultsand continued open communication willengage the membership and build consen-sus. Thus, the decision was made to con-tinue forward per the SII project plan.Admittedly, we do not have all of theanswers, but we feel that it is important to

Response to the FAIRC Consensus ReportNovember 12, 2001



proceed with our plans to create the Instituteas a separate entity for the reasons that fol-low below in this response.

Finally, we would like to underscore thepoint that incorporating the Institute at thispoint does not make this a "done deal."Much of the SII is still in the concept stageand specific decisions about the long-termviability of the Institute cannot be deter-mined until after the business plan is com-pleted, reviewed, and approved by theARMA Board. The Board will not approveproceeding, including investing any addi-tional resources beyond that which we havecommitted to for the current fiscal year, untilwe are confident that the Institute will befinancially successful on its own.

Response to assumptions withinConsensus Report

The following are the underlying assump-tions extrapolated from the ConsensusReport that the ARMA Board would like toaddress:

1. The value of the initiatives has beenquestioned since their inception due to inad-equate planning, development, and promo-tion. Their justification has been based pri-marily upon external evaluation of the pro-fession than research from within the pro-fession

Our research within the profession told usthat ARMA membership has steadilydeclined (or remained stagnate) over thepast 5 years and members felt that theywere not valued in their organizations (theydon t get the big money; they are notinvolved in key decisions; and the membersrefrain that they are being left behindbecause technology is driving key businessdecisions). ARMA International and its

membership were in search of an opportuni-ty to increase marketplace relevancy bothas a profession and as an association.

In April 2000 ARMA International’s Boardapproved a market trend study to identifythe trends that are changing how business-es work, and therefore impacting recordsand information management professionalsand programs. The Forbes Group wasengaged to conduct the study. The studyfindings, which were presented during theassociation s leadership meeting held inJuly 2000, sparked a great deal of discus-sion and additional research.

The Strategic Information Institute idea wasconceptualized in the Fall of 2000 as theStrategic Planning Committee, consisting ofboth Board and staff members, continued todiscuss and discern the information we hadgathered.

The synergy of the July 2000 leadershipmeeting made it abundantly clear that asleaders and members of the organization,as well as the profession, they fully support-ed the idea of expanding the knowledgebase of the RIM profession. The directionand momentum gained from this meetingbecame the foundation of the StrategicInformation Management initiative.

Key points to consider are:

¥ Those present at the July 2000 leadershipmeeting included the ARMA InternationalBoard of Directors, Region Managers,Committee Chairs, ISG Leadership, andHQ Directors — a total of about 60 profes-sionals representing a cross section of themembership.

¥ The environmental scan was used to iden-tify market opportunities.

¥ The Forbes report was not the sole basisfor the Board’s decision to move forward




with Strategic Information Management;the report merely provided the foundationand context for further research.

¥ In an effort to bring members into the loop,communication was premature and there-fore the primary shortfall in this initiative.The ARMA Board does not agree with thesupposition that there was a lack of plan-ning, development, and promotion.

2. An organization of 10,000 members wasnot created from a lack of recognition ofrecords management positions or failure toadjust to changing technologies and envi-ronment. These elements have contributedto ARMAs success as a professional organ-ization. Success has also derived frommembers financial support, volunteerefforts, and recognition and a voice in decid-ing any professional direction change

First, ARMAs success has been because ofand for its members. However, there is alack of recognition of records managementpositions in the marketplace. These posi-tions and/or titles are not found in the U.S.Department of Labor Statistics; a majority oforganizations’ resources are directed totheir I.T. counterparts and the value of man-aging records and information is not fullyrealized at the strategic level in most organ-izations.

Second, ARMAs goal has been and shouldbe to provide opportunity at every level ofthe career ladder. To provide all informationmanagement professionals opportunity,ARMA must provide cutting-edge education-al and networking opportunities andresources for newcomers as well as moreadvanced practitioners. This is a "both/and"philosophy, not an "either/or." Thus, ARMAwill provide the education and networking tohelp members broaden their skills and

knowledge regardless of where they are onthe broadened SIM career ladder.

Questions posed by the FAIRC

1. What is the ultimate goal of SII?

The ultimate goals of SII are to¥ Define the profession of Strategic

Information Management as the naturalprogression for RIM

¥ Raise the awareness of StrategicInformation Management at the organiza-tion s "executive level"

2. What are the specific services andproducts?

Because the Institute is still basically in theconcept stage, a defined list of plannedproducts and services has not yet been fullydetermined. The business plan, which isscheduled to be completed on March 1,2002, will begin to define those productsand services that are viable for the SII todevelop and/or package for use in the mar-ketplace. The table below represents ourcurrent thinking on the focus of ARMA inrelation to the focus of the Institute. Theitems in the ARMA column, however, do notnecessarily correlate to the correspondingitem under the Institute column.

12



Builds upon the foundation of RIM to developthe necessary competent professionals to fillthe demand of Strategic InformationManagement.

Feeds the profession by providing educationto the full career ladder of the SIM profession(inclusive of RIM.) Becomes a place for otherinterested professionals (i.e. I.T., MIS, etc.) togain the necessary RIM skills.

Partners with other associations and institu-tions (including SII) to deliver other compo-nents of the body of knowledge (i.e.Information Technology, ExecutiveManagement Skills, etc.)

Is a full strategic partner of the Institute,thereby creating a symbiotic relationship, andensuring the RIM profession is fully repre-sented in the solution making process.

Additional products and services include: co-sponsored professional-education events withSII, and incorporation of SIM content intoexisting education venues and publications.

reates the accreditation model by which cor-porations can be confident that their informa-tion is secure and promotes their core busi-ness purpose. The model is based upon duediligence checklists, information auditing,development of industry standards and bestpractices, etc.

Works with the marketplace, including corpo-rate, academic, government, and other part-ners in developing the awareness of theissues and acceptance of the concept ofmanaging information strategically, throughthe full life-cycle of information. Potentialpartners are technology companies, softwaredevelopers, ASP s, academic institutions,consulting firms, government agencies, andother professional associations.

Creates the demand for trained professionalsof SIM.

Creates an industry consortium with theabove-mentioned potential partners.

Potential products and services may include(but not all inclusive): corporate accredita-tion, consulting clearinghouse, SIM SoftwareExecutive-Level education, and co-sponsoredprofessional-level events with ARMAInternational.

ARMA (Internal-professional focus) Institute (External-organizational focus)

3. Where do SII profits go?

As in other for profit corporations, the profitsfilter back to the shareholders of the corpo-ration. In this case, ARMA International forthe near term will be the majority stakehold-er (initially the only one), thus the profits willprovide a return for ARMA through its hold-ings of SII stock. These profits are realized

by ARMA in its non-operating income area,much like its income from equity and bondinvestments. No profits of the SII inure toany Board members, staff or employees ofeither ARMA International or the SII.

In the long term, the level of return or profitto ARMA International will depend on thelevel of ownership that ARMA retains and

13



the financial performance of the SII.

It is also relevant to point out that, as withany new start-up for-profit corporation, theprofits initially created by the Institute willlikely be retained by the Institute for re-investment to furthering its initiatives. At thepoint and time when the SII board (on whichARMA will retain appropriate representationbased on our percentage of ownership toprotect our investment) decides to distributeincome back to the investors, the processwould follow as stated above.

4. Who are the benefactors of this for-profits business?

Financially, much of this answer is in theresponse to question #3. Consider also thatnon-dues revenue streams enhance ARMAInternational’s ability to provide substantiallymore value to the member than can be pro-vided by dues income alone. Non-dues rev-enue can be generated via the operations ofthe association by selling advertising, spon-sorships, publication sales, educationalseminars, and conferences, etc. It can alsogenerate revenue by non-operating activitysuch as investments in CD’s, stocks, bondsand entities like the SII. Hence the successof the SII will inure to the ARMA membersvia even greater value for their dues dollaras underwritten by non-dues income fromARMA International’s SII investment.

Also, please note that the IRS and tax lawallow for a 501c(6) not-for-profit, whichARMA International is, to create and own afor-profit subsidiary and to operate it assuch, so as not to jeopardize the not-for-profit’s tax exempt status. On the otherhand, for-profit entities want all the playersin their competitive arena to have to play bythe same tax rules.

Finally, the ARMA International membersand the broader profession are benefactors


in other ways that go far beyond the finan-cial. The Board feels that through height-ened awareness at the executive level of thebenefits of managing information strategi-cally, representation at the senior manage-ment table, and opportunity for profession-als to extend their careers to senior man-agement are all direct benefits to any mem-ber of ARMA International and the profes-sion.

5. Does this mean a tiered certificationby SII seminar attendance?

As noted in the delineation of ARMA and SIIefforts in the above table, the education ofthe practitioners will continue to be the pri-mary focus of ARMA International. TheInstitute s efforts are externally focused (asin, not directed specifically to ARMA mem-bers), thus any certification and/or accredi-tation would be focused at the organization-al level, not the individual practitioner.

6. What is the total cost of the effort todate and in the near future?

As noted in the town hall transcripts andearlier communications, the total cost of theeffort to date is as follows:

¥ June 2000 SII Symposium (net loss) $204,000¥ Initiative Development 260,000¥ Total $464,000

These costs may be viewed two differentways: (1) development of the Institute (2)development of SIM education content.From the Board s perspective, the costs todate are reflective of both.

In the near term (through the remainder ofthis fiscal year), the Board has allocated amaximum of $20,000 to the development ofthe Institute, and transferred the remaining

14




year’s operating dollars budgeted for SusanAvery s employment cost through June 30,2001, to the Institute development.

On the ARMA side, the integration of SIMinto existing education products and servic-es is an ongoing effort and cannot be calcu-lated separate of all of the other contentdeveloped within these items. It will not,however, replace or detract from the basicand intermediate-level products and servic-es currently being delivered or developed.

The Board has not committed to any addi-tional investment in the Institute at this pointin time beyond that which has been statedabove. After the ARMA Board has reviewedthe business plan prepared by the SII TaskForce at its April 2002 meeting, it will con-sider the feasibility of proceeding with theSII development plans. Only if the Boardfeels confident in the prospects and financialsuccess of the SII will it approve the planand consider any additional investment inthe Institute. It is presumed that ARMAInternational will not have the financialcapacity to provide any additional invest-ment into SII until the fiscal year 2002-2003.It is estimated that any request for addition-al investment will be approximately$100,000.

The SII Task Force anticipates starting theofficial investment rounding for the SII inJune 2002.

7. What are the possible benefits of get-ting the Institute incorporated when wecan t say with clarity and depth whatthose benefits will be?

¥ The incorporation symbolizes ARMA scommitment to SIM and our intent toevolve the profession into the future, bothinternally and externally.

From the external perspective, SII has been

a strategic initiative of ARMA Internationalfor a year. Industry contacts and relation-ships have been made and many more willbe sought; however, as long as the Instituteremains only a strategic initiative of ARMAInternational, there is no legal entity calledSII to partner with.

¥ There is a need to have a legal entity thatprovides the market face for potential part-ners and/or investors.

The "market face" is to use a top-downapproach in creating the awareness of thedemand. It is more credible to speak aboutan entity that is formed than to speak abouta conceptual entity or an initiative.

One of the primary purposes of having aseparate entity is to legitimately bring ARMAto the table with other stakeholders in thedevelopment of SIM. ARMA as the foundingstakeholder of the Institute would set the pri-mary agenda and continue its influencethrough ownership of shares, representationon the SII board, and direct partnership instrategic efforts.

The Institute is the vehicle through which toaccomplish this.

¥ The necessary details of the business planwill require outside content involvement,as well as solid rationale to support therevenue models. The conversations withthose potential stakeholders must betaken into consideration during the devel-opment of the strategies and are a criticalcomponent of a successful business plan.

As said from the very beginning, the contentexists and is out there, our strategy is topackage the content and focus it in anindustry-wide effort. This cannot be accom-plished by ARMA alone.

Those important initial contacts will bringnew information, as well as assist the taskforce in re-working the messages to the spe-

15




cific audiences. We must be taken serious-ly, and without incorporation or an absolutecommitted date for incorporation, we will notbe viewed as credible.

¥ Keeping the Momentum: If we postponeor shelve it now, will we have the momen-tum to pick it up later?

One of the primary concerns voiced by some ofthe Board members was the impact of haltingthe evolutionary process of this strategicendeavor. The Task Force and many of theARMA Board Members see that the recenttragedies, coupled with the crippled economy,poses even more opportunity than before forsuccessful receipt of our message. Yes,investors may be shying away from technologystart-ups; however, they are looking for solid and

It seems that records and information man-agers are expected to know a lot about docu-ment management these days. Senior man-agement and MIS are looking to RIM foranswers about electronic records includingemail, multiple versions of electronic docu-ments, interactive forms, and even websitecontent. MIS professionals are responsible forstoring files, not managing them.

ARMA and AIIM include document manage-ment topics in their conference programs. Andvarious vendors offer "free" seminars on thesubject. But for an unbiased, focused educa-tional experience, records and informationmanagement professionals and IT staff fromgovernment agencies should consider @doc sone-day seminar entitled, "DocumentManagement — A Practical Approach for PublicAgencies".

This one-day seminar focuses on the realisticopportunities, challenges, and issues sur-rounding document management in the publicsector. The focus is on learning and sharing

credible opportunities in which to invest. If we dothis right, we can leverage this opportunity.

¥ Protection for ARMA: A separate entityprovides protection from liability.

The establishment of a separate legal entityprovides a cushion to ARMA International inthe event of any errors that would create lia-bility. More compelling, however, is the factthat a for-profit entity is not hindered by thesame political and restraint-of-trade pitfallsthat a not-for-profit professional associationexperiences.

Additionally, by creating the entity now, theexisting ARMA staff can focus its attentioninternally on the continuing development ofeducation for the practitioner.

information, not selling.

@doc is an independent consulting firm spe-cializing in document management technolo-gies with years of experience helping publicagencies achieve efficiencies through welldesigned document management and imagingsystems.

Topics include publishing documents on theinternet, interactive forms, document reposito-ries, moving from imaging systems to enter-prise-wide solutions, system design issues,records management and document manage-ment working together, infrastructure neededto support systems, converting from paper andfilm, implementation issues.

Dates & Locations: January 2, 2002 SacramentoJanuary 9, 2002 San JoseJanuary 24, 2002 Santa Ana

See @doc s website for more information:www.atdoc.com or contact Addie Mattox925-552-5499 or [email protected]

Document Management:A Practical Approach for Public Agencies

16



Dateline: Mount Sinai, Egypt

Correspondent: Barbara E. Nye, CRM

Records and information management in aremote corner of the Egyptian desert? Modernissues of access and retrievability in one of themost ancient places of religious devotion? Ahigh-tech climate-controlled document storagevault at the base of the mountain where Mosesreceived the Ten Commandments?

Information access questions are being hotlydebated now in a tiny, but important, recordsrepository at the base of Mt. Sinai. St.Catherine s monastery (founded by St. John ofthe Ladder in the 6th Century) houses thou-sands of "records", icons and other artifactsthat have significant historical, cultural and reli-gious importance, as well as historical informa-tion.

Over 3500 bound manuscripts, 2000 scrolls,and 5000 early printed books are included inthis tiny enclave of Orthodox Christian monks.It is said that St. Catherine s collection of print-ed works is nearly as old and diverse as that ofthe Vatican.

In early December of this year, the currentArchbishop opened a small museum to givesome limited access to the public and toresearchers. If they ve had these icons andpublications since the 6th Century, what tookthem so long to provide access?

One of the primary tenets of records and infor-mation management is providing access torecords. In our profession, we focus a lot ofenergy on providing the right information asefficiently as possible. Achieving quick retrievalis usually a primary measurement of our suc-cess as records managers.

And yet, there are times when we don t provide

access, or we seek to limit it. Certainly, accessto confidential records or classified informationis restricted. When, if ever, is information delib-erately and justifiably withheld?

At odds in the debate over providing access tothe treasures of St. Catherine s, are the com-munity of working monks dedicated to a life ofprayer, service and contemplation and that ofthe modern world of sightseers, archivists andscientists wanting access to these historicallysignificant documents and artifacts.

For 1500 years the monastic community haspracticed its life of devotion and communionwith God, while also caring for these treasures.It has been able to maintain its isolation andhas been able to preserve the valuable docu-ments in part because, until the past fewdecades, making the journey to St. Catherine srequired an arduous camel-ride of many days.

St. Catherine s is now a mere three-hour drivefrom the Red Sea resort town of Sharm-el-Sheikh. Tourists and scholars alike know aboutthe scrolls, icons and the rare, sixth-centuryencaustic panels and want to view and studythem. The dry desert climate and the remote-ness of the monastery have contributed to theability of the monks to preserve their collectionfor so many centuries. The monks know how-ever, that many of the books and manuscriptsare deteriorating, also due to the hot and dryclimate, which is causing many of the objects tobecome too brittle to handle.

Ironically the solution to the problem has beento provide greater access, to accept the expert-ise of document conservationists, and artpreservationists, in order to help the monasterypreserve the documents and its way of life.

Today there are 25 monks in this OrthodoxChristian community. Their leader isArchbishop Damianos, who has worked with

TRIM*(An occasional voyage through the world of records and information management)

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the secular world to establish St. Catherine sFoundation to support the work of preservingthe treasures. HRH Prince Charles is theFoundation s royal patron, and there are spon-sors from business, cultural, and art organiza-tions around the world who contribute to it.

St. Catherine s Foundation, established in1996, is providing funding to support a team ofconservationists who are assessing the state ofthe books and manuscripts. They are alsoplanning for a climate-controlled vault to housethe more fragile of the documents. These arethe first steps in what is anticipated to be a 10-year effort.

If you would like more information, or would liketo donate, you may contact them at St.Catherine s Foundation, 14 Cleveland Row,London, SW1a 1DP, United Kingdom.

The Foundation is working to digitize some ofthe documents and make them available at anew research center in Greece. Digitizing thedocuments and manuscripts will allow access,while minimizing damage to them that wouldresult from too much handling. Having accessto the documents as images, also minimizesthe intrusion of the outside world into the spiri-tual sanctuary of the monastery.

Recently Archbishop Damianos opened asmall museum within the fortress-like walls ofthe monastery. On display are pages from theCodes Sinaiticus, one of the oldest survivingmanuscripts of the Bible from the 4th Century.Another priceless document on display is the"achtinames" a document that is said tobear the handprint of the Prophet Muhammad,recording his acceptance of the monks as res-idents of Mt. Sinai. In 641, when Muslimsbegan rule in Sinai, the monks of St.Catherine s had already been there for nearly100 years. The "achtinames" provides protec-tion to this Christian community that hasresided within the Muslim-ruled land for cen-turies.

So the ancient world meets the modern and

this time, at least both worlds win. St.Catherine s community receives the technicalexpertise required to preserve its collection,and the modern world gains access to uniqueobjects that can now reveal new understand-ings of ancient cultures, religions and lan-guages to all.

*Travels in Records and InformationManagementª

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Lynette AllenChapter MeetingsRecords Supervisor at Proskauer RoseLLP, past president of GLA ARMA, andactive member of GLA ARMA andLRMA since [email protected]

Paul GarciaRecruitmentRecords Manager for Silver &Freedman, APLC. and over 12 yearslegal Records [email protected]

Trudi TroppHistorianManager of Records & Facilities ofFoley and Lardner, over 20 years ofLegal Records Management, Presidentof LRMA and GLA Chapter member of10 [email protected]

Barbara NyeCommittee MemberBarbara E. Nye, CRM, have served onthe GLA Board since 1995, includingserving as Chapter President in 1998-1999. Her carreer has spanned 25 yearsand she is now a principal in IctusConsulting, which provides services inall areas of records and informationmanagement. [email protected]

GLA ARMA Board of Directors2001-2002

Barbara Cross, CRM, MLSTechnology DirectorDirector, Record and InformationManagement at Sony PicturesEntertainment with over 14 years expe-rience in records management; formerCRM Liaison and Education Director forthe Greater Los Angeles Chapter ofARMA. GLA ARMA 2001 ChapterMember of the [email protected]

Pilar McAdamCorresponding SecretaryRecords Manager at Boeing SatelliteSystems (formerly Hughes Space andCommunications), a manufacturer ofcommunications satellites, experiencein technical, administrative and busi-ness support functions over the last 25years. [email protected]

Jan Hodges, CRMChapter ConferenceCorporate Records Manager for Mattel,Inc with over 20 years experience inrecords management.. ARMA membersince 1981 and past President of GLAARMA [email protected]

Patricia WarrenChapter ConferenceSupervisor, Records & DocumentImaging Corporate RecordsManagement for Mattel, Inc. with over18 years experience in records & infor-mation management; CRM candidate,former past president of GLA ARMA, 2time GLA Chapter Member of the Year,and past ARMA InternationalConference Program CommitteeMember. [email protected]

Juanita Skillman CRM, FAICommittee MemberRecords Manager for Orange CountySanitation District. Treasurer, ARMAInternational,Past President of GLA and OrangeCounty Chapters, over 20 years experi-ence in various area of Records andInformation [email protected]

Kay Schardein, CRMCommittee MemberRecords Manager with The BoeingCompany. She joined ARMA in 1988and is past President of the Rio GrandeChapter in Albuquerque. She has over15 years of experience in environmentalrecords and retention scheduling in var-ious settings — state and federal agen-cies and private [email protected]

Jim Bennett- CRM [email protected]

ARMA International4200 Sommerset Drive, Suite 215Prairie Village, KS 66208Ph: 800-422-ARMAFx: 913-341-3742www.arma.org

GLA ARMA1525 Aviation Boulevard, Suite 355Redondo Beach, CA 90278www.arma-gla.org

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James HigdonPresidentOperations Director West Coast forUniscribe; a company offering innovatedocument solutions for all types ofindustry; background includes develop-ing and supporting a wide range ofrecords and information managementoperations and significant systems/inte-gration experience. [email protected]

Judy ShieldsVice President President ElectRecords Supervisor for Lyon & LyonLLP, Director of Placement andRecruiting for the past two years andGLA ARMA 2001 Chapter Member ofthe [email protected]

Cynthia J. Nunes, MLSTreasurerPrincipal and Lead Information SystemsConsultant for Ictus Consulting, LLC.(http://www.ictus.com), has over 12years of experience in the development,design, implementation, and deploy-ment of information management sys-tems; formerly Web Manager for theARMA International Pacific Region,establishing their web site; also servedas Web Manager for the Greater LosAngeles Chapter (1998-2000). GLAChapter Member of the Year [email protected]

George DalingerRecording SecretaryOwner of LightstreamTechnologies Inc., a companyoffering information managementsolutions using the technologies ofDocument Management, Workflow,Forms Processing and ERM/COLDto reduce costs and increase cus-tomer [email protected]

Documents

GLA/ARMA January 2002 Chapter Meeting Vol. 2002 No. 1 ......Murtha focused on what it takes for her department to allow the average person to access historical information about