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Society of
American Archivists

17 North State Street
Suite 1425
Chicago, IL 60602-3315
tel 312/606-0722
fax 312/606-0728
toll-free 866/722-7858

 

Announcements:


Education Calendar


Appendix B

 

Selected List of Current SAA Policies and Procedures:

Policies Regarding Function Space and SAA Staff Support for Groups that Meet at the SAA Annual Meeting (March 2007)

Guidelines for the Establishment of Listservs by Organizational Units of the Society of American Archivists (March 2007)

Guidelines for SAA Web sites (March 2007)

SAA Policy on Unit Directories (March 2007)

Investment Policy (2002)

Guidelines for the Manager of the Archives & Archivists Listserv (1998)

SAA Fundraising Policy (June 1996)

Liquor Liability Policy (June 1996)

Annual Meeting Taping Policy (June 1996)

Childcare Services Resolution (January 1993)

Equal Opportunity / Non-Discrimination Policy (January 1992)

Guidelines and Procedures for SAA Grant Proposals (June 1991)

Policy on Choosing Annual Meeting Sites (June 1991)

SAA Liaisons with other Professional Groups (February 1991)




Investment Policy

Background

In 1992, SAA Treasurer Bill Maher proposed that SAA explore options for increasing its yield on investments for long-term reserve funds by investing in stocks. SAA Council approved the concept of hiring a professional money manager to handle SAA’s long-term reserve investments. Maher and Executive Director Anne Diffendal filled out a questionnaire that helped identify SAA’s investment goals and risk tolerance and interviewed two money managers recommended by Merrill Lynch (SAA's investment broker and advisor). With Council’s approval, they chose Rittenhouse Capitol Management of Radnor, Pennsylvania to act as SAA’s money manager for long-term investments. Merrill Lynch ontinued to be retained to advise SAA on their operating funds.

At the time, some general investing principles were outlined for SAA's entire investment portfolio, including investment goals and priorities, and amounts available to invest. The guidelines provided to Merrill Lynch included:

  • Maintain adequate working funds to satisfy fluctuating needs for cash during the year;
  • Provide access to funds to help cover a possible budget deficit in any given year;
  • Provide for real growth of capital: cover inflation rate plus modest increase in capital;
  • Preserve the principal; place an amount equivalent to any federal grant funds in insured funds; and
  • Seek as high a level of current income as is prudent.

Based on this input, and on the investor profile determined by SAA’s answers to Merrill Lynch’s questionnaire, SAA’s investment portfolio has been managed in a balanced way between fixed income and equity securities.

While the groundwork laid in 1992 has resulted in an improved yield on SAA’s investments, much more guidance can and should be given to SAA's advisors and money managers regarding the Society’s investments. In 2001, SAA’s Auditors pointed out the need for a formal investment policy. Legally and ethically, SAA’s Council must provide prudent oversight of its investments. This written investment policy is meant to address those concerns, and will help protect SAA from liability should the Society’s investments be mismanaged.

Preamble

SAA Council is responsible for the fiduciary management of the Society. Even SAA’s legally unrestricted funds are held by the Council as a steward for the sake of carrying out SAA’s mission and purposes. The following investment objectives and directions are to be judged and understood in light of that overall sense of stewardship.

Delegation

SAA’s Council has delegated supervisory authority over its financial affairs to the Society's Treasurer, Executive Director and Director of Finance, hereafter collectively referred to as the finance group. The finance group is responsible for regularly reporting on investments to Council. In carrying out its responsibilities, the finance group and its agents will act in accordance with this Investment Policy and all applicable laws and regulations. Council reserves to itself the exclusive right to revise the Policy.

Council and its finance group are authorized to retain one or more Financial Consultants to assume the investment management of funds and assets owned or administered by SAA. In discharging this authority, the finance group can act in the place of Council and may receive reports from, pay compensation to, and enter into agreements with such Financial Consultants. Council may also grant exceptions to the Investment Policy when appropriate.

Objectives

The primary investment objective of the Organization is to earn a total return on its investments (defined as dividends and interest, plus capital gains or minus capital losses, minus expenses) appropriate to the Society's time horizon, liquidity needs and risk tolerance. The finance group will review these factors with the Financial Consultants at least once every five years, starting in Fiscal Year 2003.

Asset Mix

To accomplish the Society's investment objectives, the Financial Consultants are authorized to utilize portfolios of equity securities (common stocks and convertible securities), fixed-income securities, and short-term (cash) investments. As a guide to accomplishing these objectives, the Financial Consultants shall remain within the following ranges:

  • Operating Expenses: SAA's operating funds will be managed for liquidity and preservation of principle. No more than 50% of SAA's operating funds are to be invested in fixed-income securities (such as U.S. and corporate funds or prime rate funds), with the remaining funds kept in cash and equivalents (such as money market funds and CDs).
  • Long-Term Investments: SAA's endowment and reserve funds (including the Awards Funds, Endowment Funds, Publications Funds and Deferred Income Fund) are to be managed with a longer time horizon in mind (between three to five years). As such, between 50% to 80% should be invested in equity securities (such as stocks or mutual funds), 15% to 50% should be invested in fixed-income securities, and 5% to 20% should be invested in cash and equivalents.

The finance group can modify these ranges from time to time with approval by the Council. The actual investment targets shall be set within those limits by the Financial Consultants in conjunction with SAA's designated financial officer.

Asset Standards

Common stocks: The Financial Consultant responsible for managing the funds for SAA's endowment and reserve funds may invest in any unrestricted, publicly traded common stock that is listed on a major exchange or a national, over-the-counter market that is appropriate for the portfolio objectives, asset class, and/or investment style defined in this policy. This investment can be in the form of direct investment in the stock market, or indirect investment via mutual funds.

Convertible preferred stock and convertible bonds: The Financial Consultants may use convertible preferred stocks and bonds as equity investments. The quality rating of convertible preferred stock and convertible bonds generally should be BBB or better, as rated by Standard & Poor's, or Baa or better, as rated by Moody's. The common stock into which both may be converted must satisfy the standard specified for common stocks.

Fixed-income securities: The quality rating of bonds and notes must be "A" or better, as rated by Standard & Poor's or Moody's. The portfolio may consist of only traditional principal and interest obligations (no derivatives) with maturities of seven years or less.

Prime rate funds: Any investments in prime rate funds should include a 90-day liquidity.

Cash/cash equivalents: The quality rating of commercial paper must be A-1, as rated by Standard & Poor's, P-1 as rated by Moody's, or better. The assets of any money market mutual funds must comply with this standard and/or the quality provisions for fixed-income securities.

Asset Diversification

As a general policy, the Financial Consultants will maintain a reasonable diversification at all times. The Financial Consultant responsible for long-term investments may not allow the investments in the equity securities of any one company to exceed 5 percent of the portfolio nor the total securities position (debt and equity) in any one company to exceed 10 percent of the portfolio. The Financial Consultant shall also maintain reasonable sector allocations and diversification. In that regard, no more than 25 percent of the entire portfolio may be invested in the securities of any one sector.

Custody and Securities Brokerage

The finance group will establish such custodial and brokerage relationships as are necessary for the efficient management of the Society's funds. Whenever the finance group has not designated a brokerage relationship, then the Financial Consultants shall execute transactions wherever they can obtain best price and execution.

Transactions

All purchases of securities will be for cash and there will be no margin transactions, short selling, or commodity transactions.

Reporting Requirements

Monthly: The Financial Consultants will provide the finance group with a monthly written statement containing all pertinent transaction details for SAA's investment portfolio, including:

  • The name and quantity of each security purchased or sold, with the price and transaction date;
  • An analysis for each security of its description, percentage of total portfolio, purchase date, quantity, average cost basis, current market value, unrealized gain or loss, and indicated annual income and yield (%) at market; and
  • An analysis for the entire portfolio of the current asset allocation by investment category (equities, fixed-income securities, and cash reserves).

Periodically: The Financial Consultants shall provide the finance group detailed information about (1) asset allocation, (2) investment performance, (3) future investment strategies, and (4) any other matters of interest to the finance group.

Annually: The Financial Consultants shall provide an annual summary of all transactions in each fiscal year, together with a report of investment performance for the year, to Council. Council will also receive a "snapshot" listing of current investments.

Cash Flow Requirements

SAA will be responsible for advising the Financial Consultants in a timely manner of the Society's cash distribution requirements from any managed account. The Financial Consultants are responsible for providing adequate liquidity to meet SAA's cash flow requirements in accordance with Council's policy.

 

Adopted by SAA Council: August 2002


SAA Liaisons with Other Professional Groups

The Society of American Archivists receives requests to appoint Society members to act as liaisons with other organizations in the information science and research professions. In the interest of clarifying the roles of SAA members in this connection, the SAA Council makes the following statement:

  1. SAA expects that its members will participate in the affairs of other organizations. The continuing professional development of archivists depends in part on their willingness to participate in the work of other groups which relate to the larger archival mission beyond the particular interests of individual repositories.
  2. SAA will appoint formal representatives to a limited number of bodies outside the Society, as specified in Section XI of the Council Handbook. Council expresses its philosophy that, while a certain number of formal representatives are appropriate, the number of formal relationships ought to be limited to those which are strictly necessary. At its discretion, the SAA Council shall establish additional representatives in specific cases.
  3. Any formal commitments to work on particular projects or ongoing programs with other organizations must be made by the officers and Council. The establishment of less formal liaisons for informational purposes, however, is encouraged.
  4. SAA members participate in the activities of other professional organizations as individuals. As such, they do not represent the Society in any way and cannot commit the Society to projects or other specific activities. Their participation is largely for informational purposes, keeping other groups aware of SAA activities and vice versa. Any formal commitments to work on particular projects or ongoing programs with other organizations must be made by the officers and Council.
  5. SAA members participating in the work of other groups should inform the Society of their activities through the officers, the appropriate Council committee, and/or the appropriate committee, section, or roundtable of the Society.

 

Adopted by SAA Council: February 1991


Policy on Choosing Annual Meeting Sites

Planning SAA Annual Meetings is a year-round process. At any one time, five or six annual meetings are in various stages of development.

Recognizing the importance of a successful Annual Meeting to the Society, Council has established the following guidelines to assist the staff in identifying potential host cities and hotels:

Geography is a principle factor in choosing potential cities. With a national membership, it is important for SAA to move systematically around the country, from region to region.

A city needs to have these characteristics in order to host an SAA Annual Meeting:

  1. at least one major hotel with sufficient meeting space and sleeping rooms to accommodate member expectations for an Annual Meeting, preferably in a downtown location;
  2. a variety of cultural, educational, and recreational opportunities for archivists; and
  3. a sufficient number of SAA members to serve on the Host Committee.

To maintain consistency on scheduling, the Annual Meeting will take place during the month of September, avoiding Jewish holidays, but setting the exact dates in order to secure the most favorable hotel rates and airfares.

The Society will attempt to schedule its Annual Meetings at least five years ahead for its own planning and to avoid conflicts with other associations that meet in the fall.

Within general guidelines, the staff is allowed great flexibility in negotiating with hotels. Council will be kept informed about the process and will, generally by accepting staff recommendations, approve the selection of the city and a hotel for a particular Annual Meeting.

Once discussions with hotels have begun, even before a contract is signed, verbal commitments have been made by both parties and understandings arrived at. Such discussions will be terminated only for good reason, and in full consideration of the Society's ability to secure an acceptable alternate site and the future effects upon its reputation within the hotel and convention industry.

 

Adopted by Council: June 1991


Guidelines and Procedures for SAA Fundraising and Grant Proposals

SAA members and groups often develop worthy initiatives which deserve, but due to limited financial resources cannot receive, Society funding. As a result, members may periodically wish to approach outside funding sources. On these occasions the Society will work closely and in a collaborative manner with membership to develop strong, well-constructed proposals for submission to granting agencies, foundations or corporate sponsors.

It is important to the success of the Society and the proposal that members, in turn, work closely with SAA leadership to secure appropriate financial and legal review of proposals. On some occasions a formal proposal may not be necessary, but members should always involve the Executive Director before initial approach to funders. To assist members, the SAA has established the following guidelines for formal grant submissions.

  1. Please discuss ideas for grant proposals with the Executive Director early in the planning process, then submit a brief written summary to the Executive Director. Opening the dialogue early in the process will enable members to address any initial major concerns and will forestall any surprises. The summary should include but is not limited to the following:
    • how the proposed plan of work addresses and reflects the major goals of the strategic plan;
    • a brief description of the project purpose, scope, duration, expected outcomes;
    • potential funding sources and, if possible, names of contacts. Although the central office is unable to research potential funders, staff will be able to work with proposers and help direct efforts toward appropriate research sources;
    • a draft budget and budget summary, including fiscal duration, staff involvement, direct and indirect costs, post-project commitments, if any. The Executive Director will be happy to assist in developing the budget.
  2. The Executive Director will work with proposers to address questions or considerations that may arise from the Executive Committee, Council, funding source, or central office. To insure that the proposal incorporates and reflects the full range of substantive knowledge within the Society, the Executive Director will consult with individuals with expertise in the field. Their review will help shape the proposal into the best form for pre-submission review by funding sources. Pre-submission review is common practice in fundraising and substantially increases the likelihood of the proposal's ultimate success.
  3. After concluding the above set of consultations, members should then submit a draft of the full proposal and budget to the SAA office in both paper form and on a floppy disk.
  4. Please note that before the grant can be submitted to the agency or corporate sponsor, the proposal will be reviewed by at least two Council members with knowledge of the technical or subject area of the grant. The Executive Committee will additionally review the proposal for its financial implications. Therefore, once the draft proposal is complete and submitted to SAA, members must schedule at least four weeks for internal review and revisions before the proposal can be submitted to the funding source.
  5. Once these reviews and revisions are incorporated into the final draft, the Executive Director will submit the proposal on behalf of the Society to the granting agency, corporate sponsor, or foundation.

It is the Executive Director's responsibility to keep Council and officers fully informed about grant proposals in development, and will provide Council with a summary of these activities at the Spring and Fall meeting.

 

Adopted by SAA Council: June 1991
Revised: June 1994


Equal Opportunity/Non-Discrimination Policy

The Society of American Archivists is a professional organization established to serve the educational and informational needs of its members. SAA promotes cooperation, research, standards, public awareness, and relations with allied professions and thereby advances the identification, preservation, and use of records of enduring value. Because discrimination and unequal treatment are inimical to the Society's goals, SAA hereby declares that discrimination on the grounds of race, color, creed, gender, national origin, age, marital status, family relationship, individual life style, and disability is prohibited within the Society. SAA will vigorously pursue a policy of non-discrimination and equal opportunity through its programs, activities, services, operations, employment, and business contracts.

 

Adopted by Council: January 1992


Policies Regarding Function Space and SAA Staff Support for Groups that Meet at the SAA Annual Meeting

Policies That Apply to SAA’s Constituent Bodies:  Sections, Roundtables, Committees, Boards, Task Forces, Representatives

A.  Regular Meetings

Shared or dedicated space (see Section and Roundtable guidelines for details of how space is allocated) for the regular annual meetings of these groups is provided by SAA in or near the conference hotel.  This space and time is assigned by the SAA staff according to the general schedule of the meeting and information received in response to a call for meeting space requests.

The meetings are listed in the Annual Meeting program.

Room set-ups are arranged by the SAA staff.

Hotel contracts invariably require that all food and beverages consumed in meeting room space must be provided by the hotel.  To do otherwise places the Society in violation of its contract.  SAA does not pay for food or beverage breaks for these group meetings.

Should an SAA body want food service or a coffee break in its meeting, the SAA office will send hotel menus and ordering information. An individual member of the group will be billed directly by the hotel.

B.  Office Hours in the Exhibit Hall

SAA offers booth space in the Exhibit Hall for up to two hours of “Office Hours” for its own constituent groups who wish to meet with meeting attendees.

The Society arranges for the set up and pays the decorator fees and any booth fees assessed by the conference facility.

Space and time slots are filled as available on a first-come, first-served basis, as Office Hours Request Forms are received in the office.

C.  Any Other Function or Activity

The Society is legally and financially responsible for the activities of its constituent bodies.  Any SAA group that wishes to hold a function other than its regular meeting and Office Hours is governed by the following:

  • Because Annual Meetings are scheduled far in advance, requests submitted less than a year before the anticipated event may not be able to be considered.
  • Requests for additional meeting room space will be considered on a first-come, first-served basis after all of the other requirements for space have been fulfilled and before the date specified in the hotel contract for release of unassigned space.
  • All activities of SAA bodies, whether in the conference facility or off-site, will be fully announced in the Annual Meeting Program.
  • All functions of SAA bodies at the Annual Meeting are open to all meeting registrants.
  • For food functions (such as receptions and meals) the SAA office will enter into all contractual agreements and price the function to cover expenses. Tickets will be sold as part of the meeting registration procedure.
  • For functions held off the conference facility site, the group desiring such a function will work through the SAA office, which works with and through the Host Committee in arranging local, off-site activities. The SAA office will enter into all contractual agreements for sites, food, and transportation.  Functions will be priced to cover expenses.
  • The SAA Council does not consider the solicitation of resources to support social events at the Annual Meeting to be a priority activity for SAA groups.  SAA groups will not enter into direct competition with the Society as a whole in soliciting funds or other resources.  SAA groups will follow guidelines regarding seeking outside resources and using the SAA name and logo.  Any income generated to support particular activities will become part of the general Annual Meeting revenues.

Policies That Apply to Regional, State, and Metropolitan Archival Associations

A.  Office Hours

The Society offers a limited amount of booth space in the Exhibit Hall for up to two hours of “Office Hours” to regional, state, and metropolitan archival associations that wish to meet with meeting attendees.

The Society arranges for the set up and pays the decorator fees and any booth fee assessed by the hotel.

Space and time slots are filled as available on a first-come, first-served basis, as request are received in the SAA Office.

B.  Other Events

A number of associations traditionally hold social events at SAA’s Annual Meeting.  SAA is not able to offer space to hold such events.

Upon request, the Society will note such events as “Other Events” in the final program that is distributed to meeting registrants.  The date, time, and location will appear in print; space will be available on a bulletin board to post further details.

Policies That Apply to Associations of Archivists Other Than Regional, State, or Metropolitan Associations

A. Complimentary Space

Some SAA Annual Meeting attendees are members of other associations of archivists that wish to use this occasion to hold their own gatherings.  Because of the demands upon limited space, SAA is unable to offer complimentary space for meetings or social functions to anyone other than its own constituent bodies and grant-funding agencies or organizations.

B.  Events as Part of the SAA Annual Meeting

Groups that wish to have a reception or a meal at the conference facility as part of the SAA meeting can be accommodated as follows:

  • Because Annual Meetings are scheduled far in advance, requests submitted less than a year before the anticipated event may not be able to be considered.
  • Requests for space will be considered on a first-come, first-served basis after the other requirements for space have been fulfilled and before the date specified in the hotel contract for release of unassigned space.
  • All such functions will be planned through the SAA office, announced as part of the Annual Meeting, and be open to all meeting registrants.
  • The SAA office will arrange for food and beverage service with the hotel, price the event to cover expenses, and sell tickets as part of the meeting registration procedure.

C.  Other Events

Other groups are free to make their own arrangements for activities or functions at their own expense.  Upon request, the Society will note such activities as “Other Events” in the final program that is distributed to meeting registrants.  The date, time, and location will appear in print; space will be available on a bulletin board to post further details.

Policies That Apply to Agencies or Organizations That Offer Grant Funding to Archivists or Archival Repositories

A. Office Hours

The Society offers a limited amount of complimentary booth space in the Exhibit Hall for up to two hours of “Office Hours” to grant-funding agencies.

Space and time slots are filled as available on a first-come, first-served basis, as requests are received in the SAA Office.

Such agencies or organizations may choose to pay the non-profit rate for exhibitors and secure a separate booth for the entire exhibit time.

B.  Space for Other Functions

Such agencies or organizations may request complimentary space in meeting rooms. Such requests will be honored on a first-come, first-served basis after all of SAA’s own requirements for meeting room space have been fulfilled, provided that such requests are made before the date specified in the hotel contract for release of unassigned space.

Hotel contracts invariably require that all food and beverages consumed in meeting room space must be provided by the hotel. To do otherwise places the Society in violation of its contract.  Should a grant-funding agency wish food or beverage service, the SAA office will provide menus and ordering information.  The organization will be billed directly by the hotel.

Annual Meeting Firms or Organizations That Provide Goods and Services for Fees or Sale

Such groups are welcome to meet with meeting attendees by becoming exhibitors and paying the appropriate rates.

Any other functions that such groups wish to hold will be arranged entirely by them at their own expense.  SAA does not print listings for such events in the Annual Meeting Program, although it will be happy to accept paid advertisements for the Program.

Adopted by the SAA Council:  January 1992
Revised:  March 2007

 


Childcare Services for Registrants at SAA Annual Meetings

SAA will subsidize childcare for registrants at the annual meeting through a per registrant assessment as originally approved at the 1984 business meeting and reaffirmed at the January 1985 and January 1993 Council meetings.

The amount of the per registrant assessment should be adjusted annually to inflation in the Consumer Price Index (CPI).

The SAA office will prepare a budget for childcare services as part of its annual meeting planning. The budget will summarize projected costs and income from the indexed per registrant assessment.

Any costs of childcare services not covered by the CPIndexed per registrant assessment will be charged to parents using the service through a fee set by the SAA office.

The SAA office should use conservative budget planning in estimating the likely meeting registration (and thus the income from the assessment) and in calculating the fee charged to parents.

Appropriate expenses for the childcare services budget include: service fees for the agency, snacks, and light entertainment (e.g., videotape player and cassette rental). If there are costs for the room in which childcare is held, these expenses should be part of the childcare budget. If the childcare room is shared by other meeting functions, those other functions, including general administration, should share in the expenses of the room. When negotiating with hotels, SAA office staff should endeavor to obtain free rooms which can serve both the needs of childcare as well as other meeting functions.

The meeting registration material should clearly indicate that a small portion of each registration fee is used to cover the costs of childcare services, pursuant to actions of the 1984 business meeting and January 1985 and 1993 Council meetings.

 

Adopted by Council: January 1993


Guidelines for the Establishment of Listservs by Organizational Units of the Society of American Archivists

The establishment of Internet-accessible open discussion lists can be an effective means for facilitating discussion on specific topics or among professionals working in related areas and facing common issues.  These listservs can also be an effective device for fostering dialogue among different professionals regarding mutual concerns. 

The SAA office will utilize features of its association management software to support multiple lists and discussion forums for SAA Sections and Roundtables. 

  • The SAA Leader List (“saaleaderlist”) will be open to all current Section officers and steering committee members and Roundtable conveners. 
  • Each Section and Roundtable will be supplied with an announcement (or broadcast) list.  Section chairs and Roundtable conveners will be eligible to post to the list, and members will be subscribed automatically.
  • To reduce administrative tracking by the SAA office, authorized posters to the Section announcement lists will be a subset of those authorized as part of the SAA Leader List (“saaleaderlist”).
  • Each Section and Roundtable will be supplied with an electronic discussion list.  SAA members will be allowed to subscribe voluntarily to two Section discussion lists and an unlimited number of Roundtable lists as a member benefit. 
  • Each Section will be supplied with a leaders’ discussion list upon request.
  • SAA headquarters staff will be responsible for managing list software, troubleshooting member subscriptions, and working with officers to maintain accurate subscription lists and policy compliance.  As subscriptions to electronic lists will be one of several criteria for evaluating the effectiveness of Sections and Roundtables, headquarters staff will report annually on the number of electronic list subscribers, including those subscribers to Roundtable lists who are not members of SAA.

Approved by the SAA Council: June 1995
Revised:  March 2007


Annual Taping Policy

The following are criteria considered for the selection of annual meeting sessions to be taped. These criteria are applied by the Executive Director in consultation with the Program Committee:

  1. Session Attendance: The higher the projected attendance, the more likely the session content will be in demand and therefore taped. Anticipated attendance is measured through the annual meeting attendance sheets located in the annual meeting program. These projections are returned with registration fees and give an estimated count of a session's expected attendance.
  2. Session Topic: The broader the topic appeal the more likely it contains widespread appeal and therefore will be taped.
  3. Special Session: The presentation by a prominent speaker and/or of a special topic.
  4. Presenter Permission: All presenters submit a signed consent form when granting permission for their session to be taped. SAA must have explicit permission from all presenters before a session can be taped.

 

Approved by Council: June 14, 1996



SAA Fundraising Policy

Requesting Funds from Within SAA

Money is allocated for Section/Roundtable activities through the regular SAA budget process. Sections/Roundtables are not authorized to spend any monies or commit any monies to be spent without specific authorization from the SAA Executive Committee through the budget process or through special approval. Funding from within SAA is requested through annual reports which should be submitted by Section/Roundtable chairs at least ninety (90) days prior to the June Council meeting where the budget for the following fiscal year is approved. Throughout the year, special approval for funding from within SAA may be obtained by submitting a request in writing to the SAA Executive Director at least sixty (60) days prior to the next Council meeting.

Solicitation of Funds or In-Kind Contributions from Outside Sources

If a Solicitation/Roundtable wishes to seek resources (whether in case or in-kind) from any source outside SAA, Executive Committee approval must be obtained in every instance before approaching the source or before the transaction takes place. When approaching outside sources, the Section/Roundtable should keep in mind that, according to legal counsel, "to the extent that any monies are deducted by donors on their taxes, they are presumably deductible as business deductions and not charitable deductions." This holds true unless that donation is made to a special project fund.

Sections/Roundtables, although within the SAA structure, are not empowered to take action in the name of SAA, request money in the name of SAA or of the Section/Roundtable itself, without specific authorization of the Executive Committee. Under no circumstance should a Section/Roundtable maintain a separate bank account. This firm rule is required to protect SAA and its members from potential legal complications.

Use of SAA Name, Logo and Auspices

The use of SAA's name, logo and auspices for publications, meetings, mailings, and other activity is available only through prior approval of the SAA Executive Committee.

 

Approved by Council: June 14, 1996


Liquor Liability Policy

Due to stringent liquor liability laws, no SAA group may provide alcoholic beverages at a Society or group function unless it is served by a contracted facility or caterer that maintains liquor liability insurance. Failure to abide by this policy places SAA at great legal risk.

 

Approved by Council: June 14, 1996.


SAA Policy on Unit Directories

The SAA office will host and maintain membership lists for Sections and Roundtables. Section membership is included in SAA’s online membership directory.

Approved by the SAA Council:  August 31, 1996
Revised:  March 2007


Guidelines for the Society of American Archivists Websites

Overview

The explosive growth of electronic publishing on the web presents SAA with the opportunity to better serve our members and to communicate with and support our organizational units.  SAA establishes these guidelines for websites as a means to encourage their development for disseminating and sharing resources throughout the Society.  These guidelines apply both to the central or main website maintained by the Chicago office, and to sites maintained by SAA’s operational units (Sections and Roundtables). The guidelines are intended to strengthen the Society’s identity on the Internet and to ensure the most effective use of the sites.

Definitions

SAA website:  The collection of web pages sponsored and maintained by the Society of American Archivists and its subsidiary units.

SAA main website:  The central location for the collection of web documents maintained by the SAA offices and resident on its web server(s).

SAA home page:  The entry point to the SAA website. The URL (uniform resource locator) of the SAA home page is www.archivists.org.

Guidelines

A.  General Guidelines

The SAA home page and subsidiary SAA unit websites are an official publication of the Society of American Archivists.

The content of all pages on the SAA website shall be related to the functions and mission of the Society of American Archivists, namely to serve the education and information needs of our members and provide leadership to help ensure the identification, preservation, and use of the nation’s historic record.

B.  SAA Home Page (www.archivists.org)

All documents placed on the SAA home page must have prior approval from the executive director.  All submissions and/or suggestions for additions to the SAA website shall be forwarded for consideration to the executive director or the executive director's designated staff representative.

The executive director or designee is responsible for the overall design, coding, formatting, and maintenance of the contents of the SAA home page.  The executive director or designee should follow an appropriate style manual, such as that developed by the Yale Center for Advanced Instructional Media (http://info.med.yale.edu/ computing/
web/publish/
).

Links should be made from the SAA home page to SAA organizational units, to other professional associations of archivists or allied professions, and to the local hosts of upcoming SAA Annual Meetings.  Links to external sites comprising directories of archival websites, non-SAA web publications of archival interest, and such also are desirable.  Links will not be made to websites describing individual archival repositories or their holdings.

SAA will maintain links to all SAA student chapter websites.

C.  SAA Organizational Unit Websites

SAA organizational units, including both Sections and Roundtables, may create their own websites provided that they follow all SAA policies, register these publications with the SAA office, use the uniform SAA logo, and establish links to the SAA website.  Organizational units are encouraged, however, to work with the SAA staff to develop websites hosted by SAA servers in order to maintain an official SAA record. 

SAA staff will maintain on the Society’s main website (www.archivists.org) broad information on the goals, leadership, and activities of SAA’s organizational units.  Unit leaders are responsible for updating information maintained on the main SAA website (www.archivists.org).  SAA will offer to host individual Section and Roundtable websites, the content and design of which shall be the responsibility of these units.  Sections and Roundtables may create websites and additional electronic lists on file servers that are not owned by SAA, provided that they follow all SAA policies, register these publications with the SAA office, use the uniform SAA logo, and establish links to the SAA website.

Section and Roundtable leaders should be aware that data maintained outside of the SAA servers cannot be easily archived or validated.

We also encourage SAA organizational units to establish websites for publications whenever such publications enhance a unit’s ability to meet organizational and professional objectives.  In order for an SAA unit to mount a website, it must first be registered with the Executive Office.  Such registration will be dependent on:

  • The unit’s articulation of a clear statement of purpose for the website that is directly germane to the responsibilities and concerns of that unit;
  • The unit’s obtaining space on an Internet-linked computer, or the SAA web server, to host its website;
  • The unit’s agreement to include and regularly display an appropriate disclaimer provided by SAA regarding the responsibilities of SAA and other sponsoring institutions or organizations for the opinions and views expressed in the documents displayed on the website.
  • The unit’s naming a member of the unit as a web liaison and that individual's willingness to conduct responsibilities appropriate to that role;
  • The unit’s agreement to follow an appropriate style manual for design of its site;
  • A statement on the page that references to commercial interests (such as vendor listings or advertisements) does not imply any endorsement by SAA; and
  • A statement on the page that SAA does not assume liability or responsibility for the conduct, content, or currency of any site linked or pointed to from the SAA website.
Once a unit’s website has been registered with the Executive Office, its purpose and address will be published in Archival Outlook, and a link to the site will be made from the SAA home page.  Subsidiary governing units of the Society will have primary creative control over the design and content of their websites regardless of where they are hosted, provided that no unit website may conflict with the SAA main website or with SAA policies and practices relating to publication, privacy and confidentiality, and ethical conduct. 

We strongly encourage units without the capacity to mount their own websites to submit items for inclusion on the SAA home page, subject to editorial policy.

Adopted by the SAA Council:  June 8, 1997; Revised:  March 2007

 


Guidelines for the Manager of the Archives and Archivists Electronic List

I. Function and Significance

The Archives & Archivists Electronic List was adopted by the Society in 1998 to disseminate information and news and allow for free discussion of issues of interest to the archival community. The Society maintains its guardianship of the list as a service to the profession; it does not direct nor is it responsible for the content of discussion to the list except in insuring that discussion is relevant to archival issues. Participation is open and unlimited. The list is operated by a List Manager at a host institution that provides computer services to run the list.

II. Number and Length of Appointments

The List Manager is appointed for a one-year term. The appointment can be renewed indefinitely.

III. Qualifications

The List Manager must have the technical ability to manage an electronic mailing list. The List Manager must have access to resources at her/his host institution, and that institution must allow or agree to hosting a professional-oriented electronic mailing list.

IV. Duties

The List Manager operates the Archives & Archivists Mailing List by ensuring its continuous operation, by resolving subscription problems, and by ensuring that discussion remains relevant to archival issues. The List Manager works with her/his host institution to establish the list and its log files, to ensure its continuous operation, to ensure maintenance of back up files, and to transfer the list to another host institution when needed. The List Manager maintains log files and ensures that they are backed up. The List Manager maintains a List Web site at the server used by the SAA Headquarters or the Host Institution's server.

V. Reporting Procedures

The List Manager reports to Council when needed. The List Manager submits a written request to Council before the June Council meeting if any expenses are anticipated. The List Manager contacts the Executive Director immediately if any problems occur that might affect service of the list.

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