Strategic Plan 2026-2028

1

SAA advocates for and advances the professional field by improving standards for archival labor and serving as a leader for the archival field in information management spaces. 

1.1

Implement a national initiative around the importance of archivists and archives by working collectively within SAA to set the agenda, activating the interest and curiosity of the public, coordinating with allied organizations, and collaborating with agenda-setters to increase the Society’s impact.

1.2

Train, empower, and fund SAA leadership, which may include members of Council, COPP, COPA, IPWG, etc., to represent SAA in its advocacy efforts.

2 

SAA moves towards sustainable operations, balancing its resources with a focus on financial management, infrastructure, and systems improvements.  

2.1

Conduct an assessment around SAA’s group structures, which include committees, sections, Council, etc., as well as create and implement an improvement plan. 

2.2

Develop, implement, and refine a periodic, time-bound process for the Council and staff to understand and assess SAA’s technology infrastructure and systems.

2.3

Develop and implement a financial strategy to diversify SAA's revenue streams, leverage short- and long-term investments, engage in partnerships, and fundraise.

3

SAA cultivates a sense of belonging and inclusion, fostering member engagement and reaffirming its commitment to initiatives around diversity, equity, inclusion, and accessibility (DEIA).

3.1

Foster an inclusive and equitable professional community by addressing systemic barriers to participation in SAA, elevating underrepresented voices within the archival field, and ensuring that SAA’s standards, programs, and services reflect the diverse people and communities we serve.

3.2

Provide more opportunities for member engagement through efforts such as improving communications and feedback tools, creating resources, and re-envisioning the annual meeting.

4

SAA develops a stronger leadership pipeline and experiments with new models for member participation, keeping up with members across career stages from novice to expert.

4.1

Conduct research (which may include town halls, focus groups, interviews, and/or surveys) to identify major needs for SAA membership across career stages.

4.2

Develop a formal pilot leadership program based on the results of research, drawing on existing resources and addressing gaps in the field.

4.3

Promote and enhance existing programming and services for professional development (i.e., career center, mentoring program, continuing education, annual meeting, publications, etc.).