Strategy 2025-30

 

Our previous strategy document ran to the end of September 2025 (our year end). Our new strategy runs from October 2025.

Introduction and Background

A strategy document does not (and should not) stand alone and we set out below how strategy fits into the operational work of ARA and some documents and further reading to provide context:

The Strategy 2025-2030

For a defined period, in this case we propose five years, we create a strategy to take forward our charitable objects. The strategy will reflect the wider context in which the recordkeeping sector is operating and look at the broad areas of work that need attention in relation to that context. The strategy gives us targets to aim for but does not prescribe the means to achieve those targets, either for ARA or for our members or for the wider sector. Once a strategy document is agreed it will generate a broad Action Plan.

The Action Plan

The Action Plan will seek to identify what needs to be done in order for the strategy to be achieved. The action plan will always be subject to change and adaptation and may involve actions by other bodies or organisations within the sector and the cooperation and collaboration of actors and organisations outwith the sector. From the Action Plan we will generate our annual Business Plan document.

The Business Plan

This document details the specific actions and activities needed to be taken and by whom, it identifies specific partnerships or where work can (or should) be outsourced to consultants or freelancers. In the Business Plan specific timescales and outcomes are detailed. The Business Plan is reviewed at each Board Meeting to check progress, adapt to changing circumstances or to add in new urgent work.

Strategy 2020-25

Since 2020 the Board and staff of ARA have been working towards achieving the 5-year strategy published here. This strategy was drawn up during the COVID-19 pandemic and reflects the limits of that context and the uncertainty of what the future might hold. Our new strategy will come into effect in 2025 when the previous strategy period ends. It will build on the work already underway or completed. Annual Reports for the last 3 years reflect the 2020-25 strategy and show where progress has been made. You can find the latest Annual Report (and those for years ending 2022 and 2021) here

Business Plan 2024-25

Each year we draw up a business plan which contains the actions needed to take forward particular pieces of work to meet the strategic aims. This is a flexible document that is reviewed at each Board Meeting. You can find an indicative list of items on the business plan and business as usual here.

The Strategy Consultation process

In December 2024 ARA circulated to its members a draft Strategy for 2025-30. The results of the survey for this consultation showed that more than half our aspirations received the agreement of over 90% of the respondents.  Only one aspiration received less than 80% agreement (73%).

The Strategy has been revised in light of these results and the 283 comments provided in the free text boxes (excluding those saying ‘none’ or ‘no comment’ or ‘see above’).

In May 2025 we consulted with the wider sector around the actions we should take to implement the strategy.

Strategy 2025-2030

Introduction and background to the strategy development process

In December 2024 ARA circulated to its members a draft Strategy for 2025-30. The results of the survey for this consultation showed that more than half our aspirations received agreement from over 90%.  Only one aspiration received less than 80% agreement (73%).

The Strategy has been revised in light of these results and the 283 comments provided in the free text boxes (excluding those saying ‘none’ or ‘no comment’ or ‘see above’).

This strategy should be read in conjunction with our charitable objects contained within our Memorandum and Articles of Association. Those charitable objects 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.

Where the strategy relates to environment, sustainability and EDI this will be complementary to the preservation, conservation and provision of access to, digital and non-digital materials on an equal basis.

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 will be 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, particularly in the strategy areas of  leadership, digital and resilience, there may be difficulties in achieving our aspirations within the current context of under resourcing both in terms of people and money. In addition, for the digital area of the strategy the cost of implementation in terms of equipment, software, training, etc. 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.

Having received a sufficient level of approval for the strategy we now wish to consult with the wider record-keeping sector (including our members) on how we should take this forward, what initiatives, good practice or research already exist to help make this strategy achievable and what barriers or challenges to achieving it might exist (and any thoughts on how to address these).

ARA has the following long term strategic aims and guiding principles: Equity, Diversity & Inclusion and Environmental Sustainability

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. 

We will:

  • Ensure equity, diversity and inclusion are at the forefront of everything we do

  • Encourage everyone to commit to an inclusive, diverse and equitable profession and sector

Environmental Sustainability

We will:

  • encourage our sector to minimise the environmental impact of our repositories and our processes.

  • promote the environmentally sustainable preservation of records.

Strategic Aims 2025-2030

Advocacy

Our aspirations for the sector are that:

  • It has increased visibility and influence outwith the sector; can confidently articulate the value of good record keeping and the risks of its absence to other professionals, decision makers and wider society; and recruit allies to do the same.

  • It is relevant, seen and understood.

  • There is an understanding of digital challenges and opportunities for archives and records both within and outwith the sector.

Leadership and Professional development

We have identified a need to support leadership within the record-keeping sector and acknowledge that this includes continuing to support people at all stages of their career and in all types of job role.

Our aspirations for the sector are that it:

  • recognises that recordkeepers’ skills have value both inside and outwith the sector and can both grow the sector and allow recordkeepers to move into leadership roles in other areas.

  • has clarity around the variety and value of different career routes and the ways in which they intersect.

  • embeds ARA's competency frameworks as a basis of professional competency.

Resilience

Our aspirations for the sector are that it

  • develops the skills and confidence required to meet future challenges

  • can confidently assess emerging technological developments for sustainability and their implications for record keeping, and lobby for their sustainability and longevity.

  • is confident in digital preservation and digital engagement, and willing and able to advise on and influence the retention, management, preservation and presentation of records in any format.

  • remains sustainable and in the long term continues to thrive and whose importance is acknowledged.

  • grows through ongoing advocacy and campaigning for more resources (and more jobs) and against any further shrinkage in existing resources/jobs.

  • grows the ARA Membership

The Digital Challenge

The record keeping sector is already working hard to meet the challenge of accessioning and preserving digital records. These strategic aims and aspirations are designed to meet that challenge, whilst continuing to support the record-keeping skills that already exist.

Our aspirations for the sector are that:

  • it will address the digital challenge that the record-keeping and user communities face.

  • the sector will continue to make digital workforce development a priority

  • the sector will respond to the digital challenge by continuing to work in partnership with other bodies and other sectors.

  • our workforce is equipped to utilise existing and emerging technologies and help to influence the development and appropriate use of technology.

  • the sector is empowered to discuss, innovate and engage with developers and vendors to achieve outcomes that are fit-for-purpose.

A downloadable pdf version of the strategy is available here.