ARMA International Board of Directors

1
ARMA InternationalBoard of Directors

• Working for You!
• Region Leadership 2009

2
ARMA International Board of Directors

• Agenda
• Key Initiatives / Projects
• Board Organization / Two Committee Structure

3
Key Initiatives / Projects

• New GARPSM Initiative
• Competencies Self Assessment
• Additional education content
• New membership options for companies

4
Generally Accepted Recordkeeping PrinciplesSM

• www.arma.org/garp
• Gives us clearly defined principles we can use to
  talk to executives, legislators, and the
  judiciary to explain the key considerations of
  recordkeeping

5
GARPSM

• Consolidated and voiced by a task force of
  professional practitioners
• Review / comments by membership
• Living, evolving principles
• NOT a standard, or prescriptive, for professionals

6
ARMA International Competencies

• Competencies Remain a Focal Point
• Provide an excellent tool for education
  development
• Provide an excellent tool for career development
• Compare Closely to CRM Examination
• Accompanied by Self-Assessment Tool

7
Educational content

• Competencies and demand for education and content
• ARMA is developing content
• Targeted to competencies
• Offering training for non-RIM professionals
• Offering additional training for RIM professionals

8
ARMA International Competencies

• ARMA International Competencies
• Self Assessment
• 1,300 participants first year
• Provides for gap analysis
• Provides pointers to additional resources

9
RIM Self-Assessment

• Used by more than 1,300 members
• Available for sale to non-members
• 59 and includes a 6-month trial membership.
• Provisional members must not have been a member
  in the last 5 years.
• Provisional members treated as 099 members for
  chapters
• Provisional members can only be provisional
  members ONCE.

10
Industry members

• New class of recognition for industry members
• Vendors have been requesting this
• Cant vote
• Cant hold office
• Includes sponsored 6-month provisional
  memberships for select clients of the vendor
• No access to member data

11
Delivering more value faster

• Increased needs pose a challenge
• More best practices
• More education
• More professional recognition
• Meeting ARMA needs through a more nimble
  organization

12
The quest for nimbleness

• A nimble organizational structure enables
• Faster decision making
• Taking advantage of opportunities in timely
  manner
• Tapping into expertise when its most needed
• Increasing volunteer opportunities
• More productive leveraging of HQ staff

13
What has changed?

• Executive council
• Introduction of two committees
• Association Infrastructure (AI)
• Member Practice / Support (MPS)
• Task forces

14
How does the board do its work?

• At the board level
• Within the two committees
• With task forces

15
What does it look like?
16
Board level work

• Board is strategic
• Board receives and addresses issues affecting the
  strategic direction of the association and
  profession

17
Committee level work

• Committees filter
• A committee receives and evaluates issues and
  decides the appropriate approach, ensuring
  delivery of solutions

18
Two Committees

• Member Practice / Support
• Association Infrastructure

19
Member Practice / Support

• Mandate of MPS committee
• This committee is responsible for issues that
  affect association members and the records and
  information management profession
• 2009-10 Chair Komal Gulich

20
MPS committee

• Member support

• Education and content

• Chapter/region structure
• International membership
• Member relations
• Leadership training development
• Volunteerism
• Awards/honors

• Standards guidelines
• Education development and delivery
• Conference
• Competencies
• Certificate programs
• Publications

• Public policy and legislative/regulatory advocacy
• International relations and influence
• Strategic planning
• Ongoing profession

21
Association Infrastructure

• Mandate of AI committee
• Responsible for activities that ensure the
  financial health and operations of the
  association, which ensure the successful
  implementation of the initiatives of both
  committees.
• In addition, this committee is responsible for
  association governance issues.
• 2009-10 Chair Jesse Wilkins

22
AI committee

• Governance
• Financial planning and audit
• Executive director evaluation and compensation
• Legal issues
• Election management
• Marketing, branding ,and communication
• Strategic alliances
• Technology
• Process and performance audits
• Compensation and benefits
• Emergency issues

23
Duties and responsibilities of committees

• Accountable to the board and the association for
  outcomes
• Create task forces to address issues and define
  solutions
• Develop task force charters, budgets, and use
  appropriate project management methodology
• Monitor progress of work being done
• Scan the environment to identify problems, new
  initiatives and/or new strategic challenges,
  goals, and opportunities

24
Task force level work

• Task forces execute
• A task force receives and addresses defined and
  targeted issues with specific deliverables

25
Duties and responsibilities of task forces

• Execute specific work of the association as
  defined by the committee
• Follow project management methodology established
  by the Committee
• Define and complete tasks needed to meet charter
  requirements
• Accomplish assignment on time and within budget
• Dissolve when the assignment is complete

26
What does this mean to you?

• Task forces give us the ability to make
  volunteering easier
• Defined start and end dates
• Service is over once task is complete
• Take advantage of your expertise on a limited
  basis not ongoing.

27
Questions