Archives often operate in environments defined by scarcity of space, staff, time, and funding. In these conditions, every decision carries weight. Without a plan, archives risk spreading their resources too thin, responding only to immediate crises, and missing opportunities for growth and impact. Strategic planning serves as a lifeline, providing archivists with a structured approach to prioritize, allocate resources, and communicate the value of their work to stakeholders.
A well-designed plan not only safeguards collections but also clarifies how an archives contributes to its parent institution’s mission. It transforms the archives from a perceived cost center into an essential service, ensuring that stakeholders include its voice in conversations about budgets, goals, and sustainability.
For a comprehensive guide to strategic planning, advocacy, and budgeting in archives, download your free copy of Margot’s new book, Funding Your Archives’ Future: How to Secure Support and Budget for Success.
Vision + Mission = Direction
At the heart of every successful strategic plan is a vision and mission. These statements anchor the archives’ work and guide decisions when hard choices arise. A vision articulates what the archives aspires to be in the future and is a touchstone for inspiration and ambition. A mission, by contrast, outlines the present purpose, scope, and core responsibilities.
For example, an archives within a university may craft a mission that emphasizes preserving institutional memory while supporting teaching and research. Its vision might highlight becoming a leader in digital access and inclusion. Together, these statements ensure that day-to-day activities, such as cataloging collections and designing outreach programs, align with broader institutional priorities. They also provide a foundation for advocacy, making it easier to demonstrate how archival work advances the goals of the larger organization.
Move From SWOT to SMART
Strategic planning requires an assessment of the current landscape. Tools such as SWOT analysis, examining strengths, weaknesses, opportunities, and threats, help archives situate themselves realistically. Strengths might include a dedicated staff or strong donor relationships; weaknesses could involve outdated technology or limited physical storage space. Opportunities may arise from new partnerships or grants, while threats often come from budget cuts or environmental risks.
Once the landscape is clear, archives can set SMART goals: specific, measurable, achievable, relevant, and time-bound. A vague objective like “improve access” becomes more effective when framed as “digitize 500 photographs from the XYZ collection and make them available through the online catalog within 18 months.” SMART goals make progress visible, justify resource requests, and motivate staff by providing tangible milestones.
Illustrative example: When a historical society faced budget cuts and limited staff, its archives utilized strategic planning to set SMART goals that would maximize its resources. Rather than vaguely promising to “make collections more accessible,” the archivist reframed the objective into a measurable project: digitizing 300 oral history recordings from the 1970s and publishing them online within 12 months. By aligning this goal with the society’s mission of preserving local voices and connecting past generations with the present, the archives demonstrated its value to both the board and the broader community. This concrete example not only justified a small grant application but also motivated volunteers, who could see how their efforts directly advanced the archives’ mission.
Make Hard Choices with Transparency
Strategic planning inevitably involves prioritization. No archives can do everything, and attempting to do so leads to burnout and diminished outcomes. By setting priorities, such as deciding which collections to process first, which technology upgrades to pursue, or which programs to expand, leaders ensure that they allot resources where they will have the greatest impact.
This stage often requires tough conversations with stakeholders. For example, an archives may choose to delay digitization projects to address urgent preservation needs. Alternatively, it may decide to concentrate efforts on under-documented communities rather than expanding existing collections. Making these choices transparently, guided by the mission and vision, helps build trust. It shows that the archives is not reacting to pressures but pursuing a path that aligns with institutional goals and community needs.
Take the Long View
Strategic planning positions the archives for resilience in the decades to come. Scenario planning, for instance, allows archives to anticipate potential futures, from technological shifts to environmental crises. By considering multiple scenarios, archives can develop flexible strategies that adapt to changing conditions.
Sustainability strategies also play a critical role. These include developing diversified funding streams, investing in staff professional development, and embedding environmental responsibility into archival practices. Collaboration is another powerful tool for resilience. Partnerships with other institutions, community groups, or professional networks can reduce duplication of effort, share expertise, and amplify impact.
Thinking long-term means recognizing that the archives’ responsibility extends beyond its current staff or leadership. Strategic planning ensures continuity, so that future generations inherit collections and a thriving institution.
When resources are limited and demands are high, thinking big while acting smart ensures that archives remain resilient. A strong strategic plan protects collections and empowers archivists to lead with clarity, building a future where archives continue to enrich the understanding of the past.
Next up: In Part 2, we’ll look at budgeting as a strategic tool: how to map fixed vs. variable costs, plan for long-term sustainability, and make a stronger case for funding with data.
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