Statement of Priority

With this strategic plan, the Reformatting Program will continue to evolve to meet the reformatting needs of internal and external service users. The program will connect and collaborate with other Utah State Archives and Records Service (“Archives”) programs including Digital Archives, Digital Preservation, Local Government, Records and Information Management (“RIM”), and Open Government. The Reformatting Program provides services to further the goals and objectives of its internal programs. High level services will be offered (to a professional standard) through the Reformatting Program.

Agency Mission

The Archives’ mission is to create innovative solutions that will assist Utah government agencies in the efficient management of their records, to preserve those records of enduring value, and to provide quality access to public information.

Background

A high-functioning Reformatting Program acts as a key service of the Archives. Originally established to manage microphotography and microfilm processing, the program has evolved and now provides digitization services. The Reformatting Program helps ensure that Archives meets its mandates of preserving and providing access to the permanent records of government. It also fulfills an important service function for governmental entities by offering reformatting services that can help them better meet their records management obligations.

Strategic Goals

The framework for the strategic goals and objectives outlined below directly correlates with the Archives’ Strategic Plan for fiscal years 2020-2025. Each goal’s objectives are informed by current and future needs, and serve as the Reformatting Program’s contribution to the agency’s vision for “One Archive”.

Strategic Goal #1: Meet Users Where they Are

• Objective 1: Refine processes according to customer demands.
• Objective 2: Develop a transparent service request process with associated documentation for reformatting services that is in alignment with recommendations from the GOMB.
• Objective 3: Define and utilize performance measures to establish program capacities and maintain performance goals for the program.

• Objective 4: Utilize tools to gauge customer satisfaction and calibrate customer service for internal and external clients.

Strategic Goal #2: Modernize Our Methods

• Objective 1: Outline and implement a model process for the capture, dissemination, and preservation of reformatted (made-digital) assets.
• Objective 2: Work with administration to clearly define the reformatting services offered by the Utah State Archives and Records Service and corresponding fees (including the introduction of new fees) associated with those service offerings.
• Objective 3: Create and manage a customer facing Work in Progress board that allows all customers to track work in progress and current program priorities.
• Objective 4: Prepare to phase out new microfilm creation.

Strategic Goal #3: Act as the Professional Leader for Utah

• Objective 1: Develop policies, procedures, standards, and instructions that align reformatting services with FADGI and other applicable professional best practices and standards.
• Objective 2: Partner with the Digital Archives Program manager to establish and document metadata standards for all reformatted (made-digital) assets created by the Reformatting Program.
• Objective 3: Develop a robust internship program for undergraduates, introducing students to the archival profession and facilitating the mission of the Reformatting Program.  
• Objective 4: Partner with the Digital Preservation Committee to advocate and build the infrastructure needed to implement electronic records management and long-term digital preservation.

Strategic Goal #4: Build Our Future Through Our People

• Objective 1: Develop a multi-year plan that addresses evolving roles and responsibilities and the skills development needed to meet program goals.
• Objective 2: Develop a multi-year plan for program technology needs.
• Objective 3: Invest in staff training and professional development in order to stay connected with the profession at large.
• Objective 4: Encourage creative and innovative thinking and collaboration across programs.

Outcomes

The outcomes of these strategic goals and objectives are mapped into three phases: Infrastructure Building, Digital Preservation, and Innovation. These are rough timeline estimates for each phase. Phases II and III are dependent upon a digital preservation and electronic records management system being in place. Goals and outcomes will be assessed each fiscal year and adjusted as necessary.

Phase I: Infrastructure Building, FY 22-24

• Analyze current reformatting services and coordinate staff to meet current demands.
• Develop and update technical documentation for equipment used in Reformatting to ensure continuity of operations, and centralize and maintain all equipment in one location.
• Establish and supervise workflows, capture specifications, and basic metadata creation for ad hoc digitization.
• Establish workflows that centralize the Reformatting Program Manager as the point of contact for all clients, and simplify the process of submitting service requests.
• Define program staff roles and responsibilities, perform a gap analysis of skill sets, and invest in staff training.
• Utilize legislative measures to:

• develop a defined and documented quality control process for all reformatting work;
• report quality control outcomes; and
• guide and report timeliness in product delivery.

• Establish customer-facing tracking measures and appropriate communication (including delivery timelines and project status updates) to meet internal and external client needs.
• Coordinate with State Purchasing regarding work with vendors and possibly establishing vendors on State contracts.
• Develop messaging strategies to educate staff and customers in new processes and procedures. Coordinate with Outreach Program Manager for website updates, social media posts, and blog entries.
• Gather data about external customer demands for a variety of common formats.
• Define services and appropriate fee scales.
• Establish a Good/Better/Best capture model to meet customer needs.
• Participate in and advocate for digital preservation and electronic records management. This includes:

• Cross-program coordination through Digital Preservation Committee
• Revising workflows to eliminate reliance on hard drives for backup copies
• Migrating backup files from hard drives to Google Drive.

Phase II: Digital Preservation, FY 25-26

• Refine processes and procedures established during Phase I, documenting outcomes and needed changes.
• Coordinate with other programs in implementing a digital preservation and electronic records management system.
• Establish the role of the Reformatting Program in the Division’s workflow for electronic records management
• Implement a plan to assist agencies in their pivot away from Reformatting’s microfilming services.
• Facilitate training for Reformatting Program staff in new workflows, concepts, and roles.
• Decommission equipment and processes for microfilm production and management.
• Upgrade or decommission local computers, software, and single-use equipment.
• Develop a proof of concept for preservation-level capture and management of common formats, including but not limited to:

• VHS and DVD
• Audio cassette and microcassette
• All photograph formats
• Basic digital forensics for 5 ¼” and 3 ½” floppy disks, removable data tapes, and hard drives

Phase III: Innovation, FY 27

• Refine processes and procedures established during Phases I and II, documenting outcomes and needed changes.
• Implement digital asset management and workflows established during Phase II, and document outcomes and changes.
• Enhance and improve access to reformatted and electronic records through cross-functional teams and tools.
• Actively encourage program staff to think creatively and execute new ideas, with permission to learn from failure.
• Continue to invest in staff’s professional development and skill-building.
• Actively participate in the profession by presenting at conferences and publishing in peer-reviewed literature.
• Encourage staff across the Division to try creative and innovative ideas and projects.
• Explore the viability of new technologies, such as augmented reality, virtual reality, and three-dimensional scanning and printing.
• Seek opportunities to engage with universities, agencies, and organizations in computational analyses of reformatted records (such as georeferencing, collections as data).