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SAA 2001 Planning Conference Summary Report
May 5-6, 2001
Chicago, Illinois
Marcia Poell Holston, CAE
Harrison Coerver & Associates
3519 SW Alameda Drive
Topeka, Kansas 66614
Telephone: 785-272-8500
Fax: 785-272-4914
mpholston@aol.com
Table of Contents
List Of Participants
Planning Objectives
Review Of Current Status
Scenario Planning Process
Focal Issue
Frame Of Reference
Stakeholders
Trends And Factors Driving The Future Of SAA
Scenarios
Scenario Analysis
Priority Objectives
Follow-Up
List of Participants
Lee J. Stout, President
Steve Hensen, Vice President
Elizabeth Adkins, Treasurer
Tom Battle
Tom Connors
Jackie Dooley
Mark Greene
Dennis Harrison
Jane Kenamore
Richard Pearce-Moses
Becky Haglund Tousey
Wilda Logan Willis
Susan E. Fox, Executive Director
Debra S. Nolan, Meetings Director
Planning Objectives
The following objectives were established for the Conference:
- Identify and explore issues of future importance for SAA
- Define SAA priorities for the next 2-3 years.
- Create momentum and commitment.
These objectives were established based on advance interviews with SAA volunteer
and staff leaders. They were reviewed with participants at the outset, as was
the process designed to accomplish them.
Review of Current Status
To establish a starting point for discussion and the scenario planning process,
the current status of SAA was reviewed. The following is a summary of the status:
Membership:
- 3500 individuals and 500 institutions. Stagnant; No significant growth.
- Solid retention rate: Core membership of older, more seasoned professionals;
sense that younger constituencies not joining
- 88% of current membership is over age 40
- Competition from local, regional and allied associations † lower dues & friendly
relationships
- Drop analysis indicates most cite "dues too high" † many from
librarians whose funding has been significantly cut
- Little investment in membership marketing at present time
- Don't know "market share" due to lack of data on universe of
eligible members
- 75% of members earn less than $50,000 per year / 82% hold post-graduate
degrees
- 34% of members pay dues out of their own pocket
- Members in diverse employment settings: government, academia, historical
societies, businesses, museums, libraries, religious organizations, etc.
Financial:
(Based on Year End 2000 Audit)
| TOTAL BUDGET |
$ 1.3 million |
|
|
| Dues |
+ $427,000 (33% total revenue) |
| Annual Meeting |
+ $15,000 ( 1% total revenue) |
| Periodicals |
- $46,000 |
| Publications |
- $35,000 |
| Workshops |
- $70,000 |
| Contributions |
+ $8,000 |
| Investments |
+ $91,000 (7% total revenue) |
| Other |
+ $7,800 |
| Grants |
+ $10,000 |
| Committees |
- $56,800 |
| Membership |
- $119,000 |
| Administrative |
- $184,800 |
| Surplus/Deficit |
+ $30,000 |
| Reserves |
Approx. $1 million |
- Solid financial position
- No significant growth trends
Continuing Education
- Continuing education / high performance standards are core to SAA mission
- Continuing education programs are a strength, but need broader curriculum & general
shoring up
- Moving into distance learning / on-line education
Mission
SAA serves the educational and informational needs of its members
and provides leadership to help ensure the identification, preservation and
use of the nation's historical record.
Goals
- MEMBERSHIP: To build a diverse and cohesive membership and to support those
members by addressing their professional needs as well as by developing a
strong archival community.
- STANDARDS: To promote excellence in the archival enterprise through identification,
creation, promulgation, and support of standards important to sound archival
policy and best practices.
- PUBLISHING: To publish and distribute high quality archival literature
publications at all levels for members and the archival community.
- EXTERNAL NETWORKING: To define, establish, and enhance strategic relationships
with archival and allied professions, associations, institutions, and coalitions.
- EDUCATION: To support opportunities for professional and disciplinary growth
by promoting graduate education and research, and by guiding and providing
high quality continuing education programs.
- POLITICAL: To exert active leadership on enduring and emerging archival
issues by advancing archival concerns and perspectives on the critical challenges
of the digital age, shaping public polity, and promoting funding for archival
programs, research and development.
Scenario Planning Process
Focal Issue
Given the objectives, the focal issue for the scenario planning exercise was
defined as follows:
Where should SAA focus its human and financial resources in the
coming 2 to 3 years? What should our top priorities be?
Frame of Reference
To focus thinking about factors influencing the future, the group was asked
to respond to the question, "What Do We Know Now that We Wish We Had Known
5 or 10 Years Ago?" Responses included:
- The web is God and Microsoft is the devil
- Recognition of the importance of standards
- Archivists could be leaders in standards development
- More and better information about international standards and a better
understanding of alternative definitions and views of archives
- How to influence the development of technology and information systems
in the archival community
- The importance and scope of relationships and collaboration with disciplines
and professions beyond just historians
- The key role of archivists in the new information economy
- The significance of intellectual property
- The marketability of historical non-fiction
- The popularity and appeal of nostalgia
- The difficulty in attracting younger generations to membership
- The implications of emerging technology on skills and continuing education
needs
- The scope of interest and popularity of graduate archival education
- Membership would level off and programs would not meet the needs and expectations
of all members
Stakeholders
The following were identified as those who hold a "stake" in the
future of SAA and in the profession, and a brief description of what their
stakes are. These stakeholders are important because they have influence or
potential influence on the archival community and profession, or represent
current or potential markets for SAA membership, products and services.
| STAKEHOLDERS |
|
STAKE IN SAA OR THE PROFESSION |
|
| Archivists/Preservationists |
|
Economic; Professional development |
| Public/Society |
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Access to and creation of information; Preservation of legacy
|
| Historians, Researchers, Users |
|
Access to essential resources |
| Government (all levels) |
|
Accountability; Information; Public access and service |
| Legislators/Public Policy-makers |
|
Access and management of records; Evidentiary role |
| Academics |
|
Intellectual sustainability of the profession |
| Employers of archivists |
|
Legal documentation; Institutional memory; Added value |
| Institutions without archivists |
|
Legal documentation; Institutional memory |
| Geneologists, Collectors, Buffs |
|
Access to essential resources |
| IT professionals |
|
Expertise and perspective on information management |
| Librarians, Museum professionals, and Records managers |
|
Expertise and perspective on information |
| Educators |
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Access to educational resources; Enhancement of education process
|
| Lawyers |
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Evidence; Creators of information |
| News Media |
|
Access to information resources |
Trends and Factors Driving the Future of SAA
Major forces, trends and developments which will influence or drive the future
of the archival profession were discussed and identified in five general categories † Economic,
Political, Social/Cultural, Technical and Professional. Participants then articulated
the assumptions and uncertainties with regard to how the factors would play
out in the future.
Economic Factors:
1. SAA capacity to expand member products and services
| Assumptions: |
Budget will remain tight.
Alternative sources exist to fund programs and services. |
| |
|
| Uncertainties: |
How much funding will be available from alternative sources?
Could projects generate a surplus?
Will demand for services (i.e. education, publications, etc.) increase
or decrease?
Can SAA attract new member segments?
How much will the current membership software drain our finances? |
2. Health of the U.S. economy
| Assumptions: |
Economic volatility will impact the salaries of archivists and numbers
employed.
Salaries generally will not rise significantly.
SAA can't count on investment income as a significant source of income.
|
| |
|
| Uncertainties: |
To what extent will technological skills & experience of archivists
impact their salaries?
Will demand for archivists in the labor market grow?
As archivists become more involved in other disciplines, will they
find SAA relevant?
|
Political Factors:
3. Government grant programs
| Assumptions: |
Grant funding will be stagnant or decline.
Political trends and economic health will dictate government funding
levels.
|
| |
|
| Uncertainties: |
How healthy will the U.S. economy be?
Will the political clout and trendiness attached to preserving cultural
heritage continue?
|
4. Legal and regulatory environment
| Assumptions: |
Copyright and intellectual property will be of increasing concern,
debate, and litigation.
Privacy and access (including Freedom of Information Act) will be
a subject of growing contention.
|
| |
|
| Uncertainties: |
How will privacy and intellectual property issues be resolved?
|
5. U.S. Archivist
| Assumptions: |
The position will turnover within the next 3 years.
|
| |
|
| Uncertainties: |
What will the new U.S. Archivist's attitude be toward SAA?
How will SAA position itself, define its stance and role in the nomination
process?
|
Social/Cultural Factors:
6. Demographic shifts in the U. S. population
| Assumptions: |
Growing ethnic and cultural diversity will impact archivists in
all aspects.
Younger members will expect agile delivery, modularization of services,
and everything for nothing.
Aging members represent an opportunity for gifts / planned giving
to SAA.
|
| |
|
| Uncertainties: |
Can SAA attract younger members?
Will the pace of change drive out older archivists sooner than expected?
Will aging archivists retire from employment and leadership, or "die
with their boots on?"
Will younger members get involved as SAA leaders?
|
7. Time pressure and Volunteerism
| Assumptions: |
Time pressure will increase.
The role of volunteers and methods of engaging them will change.
There will be a 24/7 connection to work.
|
| |
|
| Uncertainties: |
Will there be a significant backlash to 24/7 connection to work?
|
8. Globalization of the profession
| Assumptions: |
International professional collaboration will grow.
|
| |
|
| Uncertainties: |
How do we connect with the third world?
How will SAA members react to increasing international activity?
|
9. Society's desire for authentic history
| Uncertainties: |
How do we navigate "Disney" versus authentic versions
of history?
|
Technical Factors:
10. Digitization
| Assumptions: |
There will be increasing digitization and it will be more expensive.
|
| |
|
| Uncertainties: |
How will digitization affect support for maintaining originals?
Will increased visibility generate increased resources?
How will digitization impact traditional archival functions?
|
11. Electronic Records
| Assumptions: |
Electronic records will be more expensive to preserve and maintain,
but cheaper to create.
Electronic records will revolutionize archival function and practice.
Records will be lost without preservation solutions; collaboration
with other disciplines is essential to developing preservation solutions.
|
| |
|
| Uncertainties: |
Who will have custody of electronic records?
|
12. Internet
| Assumptions: |
The pace of change will continue.
Functionality will increase.
|
| |
|
| Uncertainties: |
How will internet business models affect access to archivists?
|
Professional Factors:
13. Impact/evolution of graduate archival education
| Assumptions: |
The field will expand and programs will grow in depth and strength.
The percentage of archivists who are program graduates will increase.
|
| |
|
| Uncertainties: |
Will there be further erosion of history-based programs?
|
14. Professional employment standards for archivists
| Assumptions: |
There will be increasing agreement on minimal credentials.
More archivists will meet professional standards.
Employer expectations will rise.
|
| |
|
| Uncertainties: |
Will ACA have an impact on the profession?
Will there be a truly independent accrediting body?
How will we define ourselves? How will allied professions define
themselves?
Will certification be more of a hiring factor outside the corporate
environment?
Will our role expand without expanding our skill set?
|
15. Employers' and institutions' understanding of the role / contribution
of archivists
| Assumptions: |
This will continue to be an uphill battle, but progress will be
made.
|
16. Standards for appropriate management of archives
| Assumptions: |
Descriptive standards will increase.
Preservation standards will be well established.
Open standards/XML will help preservation.
|
17. Relationships with affiliated professional organizations and other professions
(e.g. business, IT)
| Assumptions: |
There will be increasing collaboration.
|
| |
|
| Uncertainties: |
Will some of the related organizations merge? Will ARMA swallow
us?
Will the boundaries between professions blur distinctions?
|
Scenarios
Participants were broken into 3 groups, with each group assigned the task
of creating and naming a story or scenario of an alternative future based on
the prior discussions of key factors and trends as well as their degrees of
impact and uncertainty. The scenarios are set in the year 2011, ten years from
today. Although a transcription of the scenario presentation by each group
was not possible, the following is a summary of the key elements of the 3 scenarios
or alternative futures:
|
Scenario A: "SAA RULES"
(SAA's vision or preferred future is realized)
|
- SAA is a player globally
- Members are technically proficient
- SAA is influential with NARA, the government and the public
- E-records standards are in place
- SAA offers free training to all members in a wide range of disciplines
on all important topics. This training is conveniently available.
- Staff is adequate to meet member needs, and employs excellent
association management software.
- Members are highly satisfied with SAA services and benefits
- Members from other professions and disciplines (e.g. business,
landscape architecture) are attracted to SAA by the quality of its
educational conferences, website and other information resources
- Membership has increased dramatically and is far more diverse,
including an array of disciplines, professions, lifestyles and cultures/ethnicity,
many of whom are represented in leadership as well as in the membership.
- The mean age of membership has dropped dramatically since 2001.
- SAA has an excellent array of publications in multiple languages.
- SAA has significant impact on intellectual property law.
- SAA has an influential speakers bureau.
- Public love of history has become public appreciation and support
of archiving and public understanding of archivists' expertise.
- Archives are recognized as a vital component of society. The profession
enjoys greater public visibility and awareness as a result of the
continued popularity of public historical programming and publications
as well as a successful SAA national public relations campaign. It
is a widely-recognized career choice.
- As a result of this popularity and awareness, graduate archival
programs flourish. Acceptance into these programs in highly competitive.
- Archivists are uniformly educated to meet standards, salaries
are competitive, and employers value the archivist function.
- Corporate sponsors aid in SAA's ability to offer consistently
high quality conventions and conferences at minimal cost for members.
These sponsors include the entertainment industry, which has profited
from the public interest in authentic historical programming and
learned the value of the archivist in making it possible.
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Scenario B: "CODE BLUE "
(SAA fails)
|
- SAA is down to 500 members. The membership base was lost due to
the retirement of most of the core members and the failure to attract
new generations of archivists.
- Technologically proficient archivists have left SAA membership
because their needs were better met by other organizations.
- SAA primarily functions as a roundtable of ARMA.
- Corporate archivists and other special constituencies have spun
off into their own separate associations because SAA did not effectively
meet their needs and expectations.
- MAC and MARAC merged into one organization which is highly successful
and has drained much of SAA's intellectual capital.
- Regional societies of archivists are doing well, and have replaced
SAA as the primary choice of professional organization for most archvists.
- Following the resignation of the Executive Director and other
key staff, SAA decided it could no longer afford professional staff.
A former SAA president who retired has taken on skeletal administrative
responsibility for the organization on a part-time basis.
- The newly appointed U.S. Archivist has no archival background
and little interest in working with SAA.
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Scenario C: "KEEP ON TRUCKIN'"
(SAA survives but does not achieve its vision)
|
- Although SAA has lost about 10% of its membership in the past
10 years, grants are beginning to make a positive difference due
to an improving economy following the recession of 2000 - 2004.
- The newly appointed U.S. Archivist is supportive of archivists
but is a former state governor and has no professional background
in the area.
- The job market is tight, but good for technologically skilled
graduates and the corporate sector.
- Copyright problems have finally been resolved.
- There is a trend toward greater interest in use of primary materials
in classrooms across the country, but this not met with increased
resources.
- SAA members are impacted by political issues for which they are
not prepared.
- There are 950 attendees at the SAA annual meeting and the theme
is "Coping with Internet 4.0: The Digital World after Microsoft." The
attendees include the highest percentage of minorities in SAA history.
- Some geneologists and historians are attending the convention,
but not a high number.
- SAA is using technology to engage more members through its website.
For instance, the President's address at the annual convention is
available to all members via streaming video.
- A group of dissatisfied members has formed a competitive association
called the Organization of Disaffected Archivists (ODA) and has attracted
about 350 of SAA's former members.
- ODA has taken over the list-serve.
- Financially, SAA is running surpluses of about $1,000 per year.
The budget has continued to be tight and SAA struggles financially.
- There has been a shift toward a more ethnically and culturally
diverse membership, but the numbers still do not reflect society
as a whole.
- Publications are updated and remain a successful SAA product.
- There is an increasing number of younger members.
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Scenario Analysis
The following statements reflect the themes and observations which participants
noted in analyzing the scenarios:
- The issue of certification was not a factor in any of the scenarios.
- SAA's intellectual capital is key to its success.
- Attracting younger members is essential to success.
- Attracting members from allied professions is key to success.
- Defining and focusing on our core constituency is key to success. SAA
should work with ACA to define its core constituency.
- SAA needs to do a better job of integrating new members into the SAA community.
- SAA needs to explore and define its role internationally.
- Our ability to educate members about integration of technology and its
central importance to the profession is key to success. We must help them
adapt to technology.
- Continuing education programs and resources need to be expanded in scope
of content, delivery methods, accessibility / availability, and frequency.
- SAA's ability to play a leadership role in defining the perameters of
graduate archival education is key to success.
Priority Objectives
Priority objectives were defined as the most important accomplishments which
the leadership believes can and should be achieved through the Society's efforts
and commitment of resources in the next 3 years. Objectives are based on the
analysis of the scenarios or possible futures and the critical factors driving
those futures. The group agreed to set objectives for accomplishment within
the next two to three years.
A range of objectives was established by the group and then prioritized. Priority
sequence was determined by a voting process in which individual participants
were asked to choose the three objectives they considered most important and
assign a #1, #2 and #3 priority ranking. Items ranked #1 received three points,
items ranked #2 received two points and items ranked #3 received one point.
Points were then tabulated and objectives were prioritized by point total.
Objectives are listed below in the order of the group's priority assignment
(tie votes are noted with an asterisk* although numerical order was maintained
to avoid confusion in reference to them.) The number in (parentheses) following
each objective denotes the number of priority points it received from participants. Note:
Because an objective received few or no votes does not necessarily indicate
lack of support by the group; it simply means that it was not given a high
priority at this time and in the current environment.
- Develop a strategy to expand and market membership to defined constituencies
and specialty segments within the archival community. An integral part of
this effort is development of an ongoing system to facilitate effective communication
with archivists so that SAA knows the needs and expectations of members and
potential members. (23)
- *Help members adapt to the new paradigm in ways that are relevant to the
various types and sizes of their work environments. (12)
- *Develop distance learning (on-line, on-demand) capabilities for continuing
education. (12)
- Increase external funding to support the organization. (9)
- Work with ACA to define SAA's core constituency as well as the essential
skill sets and socio-political roles of the archivist. (7)
- Develop a long-range publications plan which will generate significant
revenue and educate archivists. (5)
- Assess SAA's ability to find and develop new leadership for the future.
Plan for the succession of new leadership. (4)
- *Issue new guidelines for graduate archival education and pursue accreditation.
(3)
- *Define SAA's international role and begin playing it. (3)
- Establish best practices and standards for all archival functions. (0)
Follow-Up
Staff will work with the officers and Council to develop action plans for
accomplishment of the 3 top priorities, and to address other objectives as
time and circumstances dictate.
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