2025 - November and December - page 14
Image details
| Issue number | 404 |
|---|---|
| ISSN | 2632-7171 |
| Publication date | 1st November 2025 |
| Transcription |
magazine Features Introducing the ARA Strategy for 2025-30 Deborah Mason, Head of Communications for ARA, outlines the process by which the new strategy was consulted on and what it contains. t has been my job over the last 11 months to work on the new ARA Strategy for 2025-30. Of course, this doesn’t come out of the blue or without any context. Our previous strategy which has been running since 2020 ended in October this year. Many of the themes of that strategy continue into this one. It should also be seen in the context of the work we already do and will continue to do and considered alongside our charitable objects which remain the fundamental work of the association and the foundation of all we do: a) to foster the care and preservation of archives in the public interest and to promote the better administration of archive repositories b) to advance the professional education and training of Archivists, Archive Conservators and Records Managers and those engaged in related activities c) to commission and support research into the creation, use, administration and conservation of archives and the development of new techniques and the publication of the useful results of such research. Nothing in the new strategy document overrides these fundamentals. While our strategy has a strong focus on future proofing the sector against technological change and giving it the tools to take advantage of the emerging and existing digital landscape, this should always be seen as being alongside our continuing support of ‘traditional’ record-keeping skills, whether in palaeography, document handling, conservation, etc. We want to make this strategy ambitious but acknowledge that there may be difficulties in achieving 14 our aspirations within the current context of under- resourcing, both in terms of people and money. This does not mean that we should not set ambitious goals and our strategy regarding advocacy must work in parallel to make those goals more achievable. We consulted on the strategy in two parts – first with our members – that is who we represent and it was important that they agreed with the direction we were proposing. All but one of the aims met with over 80 per cent, the one that didn’t got a fairly favourable 73 per cent. We are very grateful to all our members who input into the consultation and I personally read through all 283 comments and the strategy document was revised accordingly. We then consulted with both our members and the sector more widely on what actions we should take to move this strategy forward – both what actions ARA should take but also – as a provocation – what action the sector and the people working in it should take – if we are to make change happen we must all work together and each take on the responsibility for doing what we can and what is within our power to do. ARA Strategy 2025-30 We separated out Equity, Diversity & Inclusion and Environmental Sustainability because these are long term aims and we know that they will continue beyond this five year period – just as they have been carried over from the last five year period. Equity, Diversity and Inclusion Our commitment to meaningful equity, diversity and inclusion is a thread that runs throughout our entire organisation, our activities and this strategy. What we do and how we do it, will serve as a reflection on the sector. |