Debra K. Gearhart, CRM

Transcription

1 Debra K. Gearhart, CRM 286 Charlotte St., Mulliken, MI Home PH: Cell PH: Work PH: O B J E C T I V E S To obtain a management position in information governance E D U C A T I O N Lans ing Co m munity Co llege Institute of Certified Records Managers CRM Certification July/88 Michigan Virtual University Online Instructor Training Nov/2002 E X P E R I E N C E Records Management Specialist Lans ing Community C ollege January 2012 Present Records Management Consulting June Present Faculty Wayne State University January Present Manage entire college s records and information program including development of records retention and disposition policy. Director of Records Management Services State of Michigan April 1974 June 2010 January President, Institute of Certified Records Managers Board of Directors

2 S K I L L S Presentation development and delivery Past board leadership Meeting facilitator and leader Good computer skills (Microsoft Suite) Managed 25 people in various government roles. AWARDS ARMA Chapter Member of the Year (1985, 1989 and 1998) ARMA Company of Fellows Award (Fellow #16) 1993 Why do I want to serve on the ARMA Board? I have been an ARMA member for 31 years. I have grown to not only appreciate but rely on ARMA for my RIM education, resources and network of colleagues. I am puzzled as I have watched the association change focus and strategies over the years with member turnover and little growth. I ve yet to understand why we continue to stay at a membership of near 10,000 professional members (same as it was 30 years ago). I served ARMA International s Board in and was unable to run a second term (back then as Region Vice President) with a young family. I am now facing my final years of a very gratifying career and would like to make sure that the association I ve appreciated stays focused on the needs of its membership and positions itself for a healthy and stable future. Why I meet the listed qualifications: In accordance to the Candidacy Submission Requirements: I have been an ARMA member in good standing for 31 years. I am an active and continuous member of the Information Governance community for the past three years (including teaching RIM and IM at Wayne State University and consulting) I feel I am aware of many of the issues the association is facing as well as those of the Information Governance Profession, and; Page 2

3 Am able to represent the Association and the profession at all levels. Contributions I can bring to the board: I believe that the skills I ve attained in serving in leadership roles with both associations (two years on ARMA Intl. Bd. of Directors and ten years on ICRM s Bd. Of Regents) will contribute towards my success in serving again on ARMA International s Board. I led the ICRM during a financially, challenging time, however, left it with a healthy treasury and at the same time learned what resources were needed to be made available to stay competitive in the certification arena. In my career, I directed one of the largest and most successful State Government RIM Programs in the United States, still considered by many to be a model program. RESPONSE TO QUESTION ASKED OF ALL PRESIDENT ELECT AND DIRECTOR CANDIDATES What strategic steps should ARMA take to support an organization s and/or professional s transition from a focus on RIM to a broader IG focus? I believe ARMA, strategically, needs to do a good job at explaining this transition. Changing records and information management terms to information governance on all of ARMA s publications, marketing materials and website, without an appropriate introduction has confused many who are now questioning their membership and its value. I believe in information governance. It s exciting, however, and I quote Bob Williams, it s like a plane that s left the gate but hasn t taken off. Others compare it to the knowledge management concept how long did that last? Five years, maybe? Unfortunately, some are still questioning what is it? A google search can result in many definitions. Do we need to embrace information governance? Yes. Do we all change our job titles, duties? Probably not. Do we need to have a place at the table with our Legal, IT, Risk Management and Security Departments? Of course! ARMA did a superb job demonstrating RIM career types, skill and knowledge levels, duties, etc. in the Records and Information Management Core Competencies. Can this not be expanded to show the elevated role/program? I believe ARMA can be the association for both RIM practitioners and Information Governance Professionals at the same time. We need to be careful how we label activities and professionals and make sure it s clearly understood by all. Page 3

4 What role do you believe Information Governance plays in the Big Data/Analytics movement? How do you think ARMA can help reconcile the seemingly juxtaposed narratives, specifically around retention and disposition? Question #1. I was excited to hear David Gould, opening ceremonies speaker in San Diego, mention Michigan s State Records Center (one of the largest state records centers in the country) and refer to its volume and call it big data. I worked in this Center for 37 years and have called it many things but big data hadn t been one of them. Mr. Gould was referring to several hundred thousand boxes of paper records. This had caught me by surprise because I had always associated big data with electronic records/systems. Information Governance is a strategic program composed of standards, processes, roles, and metrics that hold organizations and individuals accountable to create, organize, secure, maintain, use and dispose of information in ways that align and contribute to the organization s goals. (Information Management, July/August 2014) Information Governance and the Principles (ARMA) apply to big data through the use of predictive coding, autoclassification and content analytics; all sophisticated computer software that has not traditionally been used for discovery or predicting customer behavior/patterns. No one person can implement information governance; it s an interdisciplinary and collaborative approach and cannot be accomplished in silos. Question #2. I believe the differences need to be acknowledged and pointed out. Information Governance is also about legal compliance requirements and managing other information-focused disciplines such as privacy, security and e-discovery. I think ARMA has been doing a good job in conducting research, authoring publications and producing webinars to educate its membership in these topics. Keep the momentum going and pay attention to the competition. Many government agencies are engaged in studies to address the overwhelming task of managing Big Data. The challenges that are faced include proper analysis, capture, curation, search, sharing, storage, transfer, visualization, and privacy violations. Through the years organizations have continued to look for an easy fix, a software solution to easily manage their information explosion. Institutions now understand there isn t a simple solution to this vastly growing problem. Information Governance is a strategy that is driven by policy and includes process, procedure, and controls to manage information and control growth. In the past organizations chose to ignore records management allowing the information to grow to an unmanageable level. Records Managers were left out of discussions, and felt frustration as they tried to push their way in the front door. At this time ARMA has the opportunity to educate those that are now seeking guidance to manage information from cradle to grave. As prestigious institutions pursue the answers, Page 4

5 ARMA should be at their door willing to educate on the advantages of implementing an Information Governance program that is driven by policy not technology as well as one that concentrates on the value of information our core discipline. Which of the following issues do you feel ARMA should focus the most effort on in the next 12 months, and why, to garner the broadest support of Information Governance principles and practice globally: Disharmonious privacy laws across global jurisdictions Information vulnerability in commercial transactions (e.g. payment card breaches) Cross-border litigation challenges I have never had the opportunity to work in an organization with any global concerns, issues or initiatives; my career has always been in State Government or higher education. All three topics seem to be of serious issue and concern depending on the industry experiencing the problems. Bullet #2 has the potential to affect the masses and seems the most important as we are experiencing more and more of these security issues. However, the other two must not be ignored and seem to be critical issues for those dealing with them. Page 5