The past, the present, and the future together in the same space. Employees of the National Archives and Records Administration (NARA) sat on March 20, 2014, in a conference room with visitors, I among them, and talked about the development and content of a new exhibit that was about to open. The items (documents, wearing apparel) that it features span the 18th century to the present.
Curator Jennifer N. Johnson took questions about “Making Their Mark: Stories Through Signatures” from the group of students, trainees, historians, and supporters and employees of cultural heritage organizations. Jen’s NARA colleague, Amanda Perez, showed and passed around an iPad with the electronic guide to the exhibit which she had helped develop.
The session was not just “show and tell.” Jen and Amanda seemed quite candid about what it takes to develop exhibits and to try out the technological tools to produce exhibit guides. Try out. Yes, we heard about some trial and error!
After the meeting, the group previewed the exhibit. The pictures from March 20 in this blog post are by Jeff Reed, the official NARA photographer. I saw Jeff at a reception at NARA this past Thursday. I chatted not just with David Ferriero–always enjoyable!–but with many other officials present. I asked Jeff if he took the beautiful photos of the magnolias posted on the agency’s Flickr pages. Yes, as I had guessed, that is his work! So pleased I could thank him in person.
The meeting last month started with the visitors introducing themselves. (I wore my old National Archives’ employee badge from 1977). We varied in age and came from different places but the room was full of enthusiasm and support for history, archives, and sharing knowledge. That came through not just in the introductions, but in the story of the event itself.
Who told the story of the meeting and the walk through the exhibit, not yet open to the public? The visitors did, in real time, out in the open, sharing individually selected highlights on Twitter accounts: @PhoebeColeman, @Museums365, @FreeinDC, @EriksonYoung, @310toGA, @DavidPrice, @NixoNara and others. We even could take pictures during the exhibit preview (some of mine are here), which is not usually allowed due to conservation issues.
NARA Storified some of the tweets and shared them on Twitter via @USNatArchives, for which Hilary Parkinson (seated front, far right) is the primary contributor. I’ve enjoyed getting to know Hilary recently, she’s a good representative online and in person of what I call the New NARA.
The group gathered in an office building in Washington, in Fedland, a complicated place in which to make things happen. But who owned what happened at the meeting and the tour of the exhibit? In different ways, all who participated, NARA employees and visitors together, owned the event!
This is not your old NARA. But in a way, it is. The core mission of the National Archives is the same it always has been: to preserve and make available to citizens the story of our government. But how to do that is changing. That has been and will be the subject of debate. Which is a good thing!
As a historian who works with federal records, a former NARA archivist, and a citizen, I’m one of many people who has a stake in the Transformation vision described in 2010 in NARA’s Charter for Change. Achieving cultural transformation requires connecting agency staff as well as customers with a vision for the future. Most of all, it depends on open communications, on the ability to ask why and how.
Five days after the Tweet Up, the Big Dude, aka AOTUS David S. Ferriero, wrote at AOTUS blog about NARA’s newly released Strategic Plan for Fiscal Years 2014-2018. At the heart of the Transformation vision are the employees of the National Archives. David explained,
“Over the past eighteen months, the staff and I at the National Archives have been working diligently to develop our next Strategic Plan. Many meetings, long conversations, Town Halls, thoughtful emails, and loads of feedback from staff and stakeholders have gone into the refinement of the strategy that will be the roadmap for our Agency through 2018. Along the way, I have encouraged staff to stretch their vision and to be bold.
Our Plan has four goals:
Make Access Happen: Increasingly this means digital, online access.
Connect with Customers: Wherever they are, however they want it.
Maximize NARA’s Value to the Nation: Through the use and reuse of our digital content.
Build Our Future through Our People: The most important goal of all.”
As David notes, while access increasingly is digital, the strategic goals reflect the core mission of the National Archives:
“‘Make Access Happen’ includes within it all of the crucial work that is required for access: everything from appraisal to preservation to processing. All of the vital work that the National Archives does with the records of the federal government supports and enables access.”
What is changing is the physical form of the records being created within the government (which affects content in some cases) and how researchers seek information and connect with archives and libraries. NARA isn’t just putting information and records on its own website. It also is providing content for the Digital Public Library of America, working with cultural heritage organizations and citizens and other stakeholders, and reaching out through WikiMedia to let the public know what it holds.
NARA is in the process of learning about–and learning from–its stakeholders. This involves some trial and error, some of which takes place in public. And as I’ve noted in my blog posts, there are structural limitations within the government that lead to information asymmetry or constraints on what can be done. But the agency has come a long way from the largely inwards focus and closed posture to which some outside observers once pointed.
David writes that
“At the National Archives, we connect with customers in a multitude of ways: nationwide, face-to-face, over the phone, across the desk, in our research rooms, in the classroom and of course, online. We have a wide-variety of customer communities, including educators, historians, genealogists, researchers, veterans and now groups such as civic hackers, Wikipedians and many more. We need to become more agile, more creative in connecting with them – whoever they are, wherever they are, to deliver what they want when they want it.
But connection is not just about delivery, it is about engaging with the public in ways we have not done in the past. Much of the work we have been doing with Open Government has been about connecting with customers in new ways.”
There is no one “right way” to connect with the New NARA. Some people engage and offer feedback–criticism, complaints, praise–in public. Via Twitter. Via blogs. Including NARA’s own blogs. Others provide feedback face to face. (That is my preference on some issues (others I blog about). I’ve concluded that as a hybrid insider-outsider, it’s easier to “do nuance” on arcane issues in person. But I’m lucky, I work in Washington and physically come to NARA often!)
How to handle requests made in public for “action items” is new, not just for NARA, but all agencies which have customer service obligations. How do you triage and prioritize among publicly tweeted requests and ones made in person or over the telephone or through email?
How do you keep the handling of requests and assessment of customer needs and complaints balanced, regardless of how they are made? Especially when not all the players can offer their perspective in public? Not just in manner (customers always have ranged from ones who offer low-key input to angry table pounders), but now also in form (out in public–Twitter, blog–or quietly in private–telephone call, face to face conversation). Challenges. And opportunities!
Connecting with customers is related to another goal in the Strategic Plan, “mazimizing NARA’s value to the nation.” Ferriero notes that “we recognize that public access to government information creates measurable economic value, which adds to the enduring cultural, historical, and evidentiary value of our records.” As he explains it,
“. . . . when we talk about economic value today, we are not talking about commercial value only. We are expanding this idea beyond a simple commercial concept, to consider the social valuation of our returns on investment. These are opportunities to generate new knowledge, provide solutions to society’s problems, and explore possibilities that are beyond simply commercial gain for the country.”
This is an area with potential for economic and intellectual Return on Investment, both. With civics not being taught much in schools these days, people are not always well informed about how government works, what it offers, and how to access reliable data.
The information that an agency such as NARA provides (by making access happen, by providing context through public programs) can have a ripple effect. It both can inform and stimulate actions. As I noted in “Who’s in?” how record output is used is not something archivists can control. But by putting it out there as we do, to be used however, we’re showing who we are.
Making knowledge available–appraising, preserving, taking in, processing and disclosing what is in records, making datasets available, sharing narratives (as in the “Records of Rights” exhibit)–displays our American comfort zones. Viewing the agency’s mission that way is what connects so many NARA employees in public service. And as David tweeted on April 24th, the real treasures of the National Archives go home at night.
I agree with Ferriero that the last Strategic Goal, “building our future through our people,” is the most important one. I think it also is the most challenging to bring about. Although there have been some good, even outstanding, managers and leaders within NARA over the decades, the management culture has had problems. They haven’t all magically disappeared!
This means that of the people objectives David lists at his blog, the first two are the ones on which the most depends:
- Foster an employee development culture to promote learning and leadership by all.
- Cultivate a robust, well-connected internal communications environment to support informed action at all levels.
Perceptions within NARA matter, a lot, and I’ve covered some insider perspectives in my blog over the past year.
Ferriero once observed,
“Thinking back over my own career my inner work life has clearly been ‘joyful’ in those situations where I felt good about the work I was doing, had the resources with which to be effective, and the trust of my supervisor to do the work. I still remember going to the best supervisor I ever had with a problem to her expecting her to tell me how to solve it. When she asked me what solution I would suggest, I was startled and delighted! That expectation of autonomy was huge to my attitude about my work.”
Exactly! The focus can’t just be on technology, on automation, computational solutions, the topics we hear so much about. Meaningful change has heart. Which means NARA needs to spark if not joy in employees (it is wonderful when it is there but is quite uncommon in the federal workforce, generally), then a feeling of being respected and valued. The transcendent vibe that Ferriero recognized strongly in November, when he wrote:
“In my remarks to the assembled staff I tried to convey my pride in their work, but also my pride in the passion and commitment they bring to the job every day. And I was reminded of the closing lines of Donna Tartt’s new novel, The Goldfinch, about the rescue of a painting:
“…if disaster and oblivion have followed this painting down through time—so too has love. Insofar as it is immortal (and it is) I have a small, bright, immutable part in that immortality. It exists; and it keeps on existing. And I add my own love to the history of people who have loved beautiful things, and looked out for them, and pulled them from the fire, and sought them when they were lost, and tried to preserve them and save them while passing them along literally from hand to hand, singing out brilliantly from the wreck of time to the next generation of lovers, and the next.”
These talented staff members have had ‘…a small, bright immutable part…’ in making it possible for future generations to study and learn from the past—the true gift of the work we do.”
David concludes his series of blog posts about NARA’s Strategic Plan by writing, “It is only by providing a supportive environment for our staff that any of our goals may be achieved.”
Support is ineffable and individual defined, individual driven.
Technology X.0, People 1.0. A challenging combination, even daunting. But one well worth working on. Because it is the future!



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