1. Preservation and Access for Electronic College and University Records zCollaborative Models for System Design zPhilip Bantin zIndiana University Archivist

2. ISSUES zWhy is the team approach critical to the success of an electronic records management project? zWho are the archivist’s/records manager’s “natural” allies? zWhat are some model structures for an institution-wide program?

3. WHY DO WE NEED PARTNERS? zArchivists have always needed partners, but we have not consistently reached out to these allies zBut with electronic information, partnerships are more essential because we have less CONTROL of the systems, and it is a more COMPLEX environment

4. WHY PARTNERSHIPS ARE IMPORTANT zMore broad-based support required zA wider variety of skills required

5. PARTNERS zFocus on three partners: zTwo of these partners create and manage Information or Information Systems: Decision Support Personnel & Systems Analysts zOne of these partners manages Risk: Internal Audit

6. DECISION SUPPORT AND INSTITUTIONAL RESEARCH PERSONNEL zDecision support is a set of people, procedures and databases used to support decision-making activities and strategic planning zThe role of decision-support personnel is to: 1) structure and focus information to meet the needs of decision makers; 2) understand and be able to articulate the needs of users; 3) become a focal point for information development and processing, particularly as it relates to information integration, access, and analysis/presentation

7. DECISION SUPPORT PERSONNEL AND ARCHIVISTS - SIMILARITIES IN MISSION AND GOALS zBoth are focused on understanding the research needs of users zBoth are concerned with providing ready access to information or records zBoth are concerned with creating and maintaining accurate, reliable, and authentic information or records

8. SYSTEMS ANALYSTS zSystem analysts translate business needs and requirements into information requirements and systems zThe products of this activity may be improved business processes, improved information systems, or new or improved computer applications

9. SYSTEMS ANALYSTS AND ARCHIVISTS - SIMILARITIES IN MISSION AND GOALS zBoth professions regard an understanding of business processes as critical to the design of an information or recordkeeping system

10. INTERNAL AUDIT zOVERALL MISSION z“The examination and evaluation of the adequacy and effectiveness of the organization’s system of internal controls and the quality of performance in carrying out assigned responsibilities”

11. INTERNAL AUDIT zSPECIFIC OBJECTIVES: zDetermining the accuracy and propriety of financial transactions zDetermining the level of compliance with University policies and procedures and state and federal laws zEvaluating the accuracy and effectiveness of the University’s electronic information and processing systems

12. ARCHIVISTS AND AUDITORS - SIMILARITIES IN MISSION AND GOALS zAccuracy of Information zReliability of Information zAuthenticity of Information zSecure and Accountable Systems zCompliance with Laws and Policies zImportance of Risk Assessment

13. PARTNERSHIP STRATEGIES WITH INFORMATION MANAGERS AND DECISION SUPPORT PERSONNEL zForming an overall structure for managing electronic records zCommittee on Institutional Data and Information zCommittee of Data and Information Stewards zAssistant Director, Data and Information Management

14. COMMITTEE ON INSTITUTIONAL DATA AND INFORMATION zComposition: Senior University Officials, typically at the level of Dean or Director zResponsibilities: Establish overall policy and guidelines for management of data and information, and regularly review the performance of the overall information management function

15. COMMITTEE OF DATA AND INFORMATION STEWARDS zComposition: 2 major types: z1) Individuals who have planning, policy and operational responsibilities for the management and use of institutional data z2) Information specialists who develop and use management information systems and decision support systems

16. COMMITTEE OF DATA AND INFORMATION STEWARDS zFunctional Areas Represented: zAlumni Relations, Development, Personnel Management, Financial Management, Library and Archives, Physical Facilities, Purchasing, and Student Management

17. COMMITTEE OF DATA AND INFORMATION STEWARDS zResponsibilities: Recommending policies and establishing procedures and guidelines for the university- wide management of institutional data and information zSpecific areas of concern: quality, integrity, documentation, access, security, and archival requirements of data and information

18. Assistant Director, Data and Information Management zResponsibilities: Provide leadership for the data and information management activities zDirect the functional areas of system analysis and the modeling of systems, information access, and the Information Repository System zChair the Committee of Data and Information Stewards and function as this group’s liaison to the Committee on Institutional Data and Information

19. ARCHIVES/INTERNAL AUDIT PARTNERSHIP z4 Stages: z1) Preliminary Review z2) Field Work z3) Audit Report z4) Follow-up Review

20. PRELIMINARY REVIEW STAGE zGoals: zDefine the Objectives of the Audit zGather Information on Business Processes - Create Process Models

21. FIELD WORK STAGE zArchives and Internal Audit go forward in parallel with their own unique, though complementary, reviews zTeam members meet frequently to compare notes and discuss possible adjustments to the overall strategy

22. AUDIT REPORT STAGE zCreate a joint report incorporating the findings and recommendations of both Archives and Internal Audit zReport sent to dean or director of unit, to selected high-level administrators, and to the IU Board of Trustees zWithin one month, dean or director must submit written response

23. FOLLOW-UP REVIEW STAGE zOne year after distribution of initial report, a follow-up review is initiated zGoal is to determine whether problems identified earlier were addressed zAll unresolved problems are described in a follow-up report

24. VALUE OF PARTNERSHIP - EVERYONE BENEFITS zArchives zParticipation in the authorized and routine review of information systems zOpportunity to exchange ideas on the overall management of systems with experienced analysts and auditors

25. BENEFITS zInternal Audit: zAccess to detailed business process models zAccess to previously unavailable analyses of systems from a recordkeeping perspective

26. BENEFITS zTo the University : zHaving its information systems much more thoroughly reviewed and analyzed, resulting in more accountable, compliant, and trustworthy systems