seven-year plan restructuring...restructuring & seven-year plan department ofarchives and...
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RESTRUCTURING & SEVEN-YEAR PLAN
Department of Archives and HistoryDate of Submission: March 31, 2015
Please provide the following for this year’s Restructuring and Seven-Year Plan Report.
Name Date of Hire EmailAgency Director W. Eric Emerson, Ph.D. August 2009 [email protected] Agency Rodger E. Stroup, Ph.D. April 1997 [email protected]
Primary Contact:SecondaryContact:
N a meW. Eric Emerson, Ph.D.Steve Tuttle
Phone803-896-6185803-896-6204
[email protected]@scdah.state.sc.us N
Is the agency vested with revenue bonding authority? (re: Section 2-2-60(E) No I
CurrentDirector(Sign/Date):
Agency
(Type/Print Name):
If applicable,Board/CommissionChair(Sign/Date):
(Type/Print Name):
I have reviewed and approved the enclosed 2015 Restructuring and Seven-Year Plan Report,which are complete and accurate to the extent of my knowledge.
A.V. Huff, Ph.D.
TABLE OF CONTENTS
Insert the appropriate page numbers once the agency has completed the report.
I. Executive Summary 1
Historical Perspective
___________________________________________________________
1
Purpose, Mission & Vision
___________________________________________________
1
Key Performance Measurement Results
_______________________________________
1
II. Organizational Profile
_______________________________________________________________
3
Ill. Laws (Statutes, Regulations, Provisos)
_______________________________________________
5
IV. Reports & Reviews
_________________________________________________________
5
V. Key Performance Measurement Processes_________________________________________ 6
VI. Seven-Year Plan
General
______________
15
Recommended Changes
_________________________________________________
15
Additional Information
_____________________________________________________
18
VII. Charts Appendix 20
EXECUTIVE SUMMARY
I. Executive Summary
A. Historical Perspective
1. Please complete the Historical Perspective Chart.See Excel Chart.
B. Purpose, Mission and Vision
1. Please complete the Purpose/Mission/Vision Chart.See Excel Chart.
C. Key Performance Measure Results
1. After completing the Key Performance Measurement Proce5ses Section of this Report,please come back to this question and provide a summary of the results (bullet styleresults only, explanations should be included in the Key Performance MeasurementProcesses Section).
Mission Effectiveness
• During FY 2013-14, the Department of Archives and History had 12,847patrons who visited, called, or corresponded with Research Room staff.
• In addition, the agency had over 78,000 unique visitors to its website(unique visitors constitute one party entering the main agency portal).
Mission Efficiency
• For F’? 2013-14 the Department of Archives and History’s State HistoricalPreservation Office (SHPO) added 916 properties (both architectural andarchaeological) to the statewide inventory of historic sites.
• During the same period the SHPO provided a written opinion regarding theeligibility of 19 properties meeting the criteria for listing in the NationalRegister of Historic Places.
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Quality (Customer Satisfaction)
• During FY 2013-14, the SHPQ completed reviews of state and federal projects
within 30 days or less 98% of the time. The SHPO had an average completion
time of 12 days for these reviews.
• During the same period the SHPO accounted for 625 findings of “No Properties”and/or “No Effect” during permit requests that required written opinions.
Workforce Engagement
• Prior to the significant budget reductions of 2010, the Department of Archives
and History conducted a workforce planning program that gauged engagement,
satisfaction, retention and development of the agency’s workforce.
• With the loss of more than half of the agency’s workforce as a result of the 2010budget cuts (52 to 24 FTE5), the agency was forced to eliminate the program. Asstaff numbers have stabilized, the agency is reconstituting the program.
Operational/ Work System Performance
• During FY 2013-14, the Department of Archives and History’s average responsetime for reference research queries was 4 days.
• During the same period, the average time for processing and creating draft textfor a state historic marker was 73 days.
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ORGANIZATIONAL PROFILE
II. Organizational ProfileThis section asks for a fact based description of the agency. Please provide information in thestated Excel template. If an Excel template is not referenced, provide the information in bulletstyle.
1. The agency’s main deliverables (i.e., products or services) and the primary methods bywhich these are provided;
a. Complete the Key Deliverables Chart.See Excel Chart
2. The agency’s key customers and their requirements and expectations;a. Complete the Key Customers Chart.
See Excel Chart.
3. The agency’s key stakeholders (other than customers);a. Complete the Key Stakeholders Chart.
See Excel Chart.
4. Other state agencies which have the biggest impact on the agency’s mission success;a. Complete the Key Partner Agency Chart.
See Excel Chart.
5. The agency’s performance improvement system(s);
Archives and History initiated a continuous improvement program in the early 1990s,making it one of the first state agencies to do so. Despite the loss of the agency’s full-timequality coordinator in 2001 due to budget cuts, the agency still operated under this systemuntil the budget reductions of 2010. The Quality Improvement Steering Committee, chairedby the director and composed of seven staff members, oversaw the employee recognitionsystem and the chartering and monitoring of teams to address specific problems. Theprogram was well ingrained throughout the agency and frequently teams were developedwith the various divisions to handle specific division issues. With the loss of over half of theagency’s personnel between 2010 and 2012, the Committee and its activities becamedormant.
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6. The agency’s organizational structure in flow chart format;
7. Details about the body to whom the Agency Head reports;a. Complete the Overseeing Body Chart.
See Excel Chart.
8. Please complete the Major Programs Area Chart.See Excel Chart.
9. Please identify any emerging issues the agency anticipatesoperations in the upcoming five years.
may have an impact on its
The rapid proliferation of electronic records being created by state and local governmentsnationwide will continue to create unique challenges for this agency. These challenges willbe most apparent in the agency’s ongoing efforts to schedule, retain, and process digitalcontent and make it available to the public. The majority of the agency’s resources in theArchives and Records Management Division will be devoted to addressing these challengesover the next five years.
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SOUTH CAROLINA DEPARTMENTOF ARCHIVES & HISTORY
ORGANIZATION CHART
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ORGANIZATIONAL PROFILE
Ill. Laws (Statutes, Regulations, Provisos)This section asks for state and federal statutes, regulations and provisos (“Laws”) which applyto the agency.
1. Please complete the Legal Standards Chart.See Excel Chart.
IV. Reports and ReviewsThis section asks for information about reports the agency is required to submit to a legislativeentity and the agency’s internal review process.
1. Please complete the Agency Reporting Requirements Chart.See Excel Chart.
2. Please complete the Internal Audit Chart.See Excel Chart.
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RESTRUCTURING REPORT
V. Key Performance Measurement Processes
A. Results of Agency’s Key Performance Measurements
Mission Effectiveness1. What are the agency’s actual performance levels for two to four of the agency’s key
performance measurements for mission effectiveness (i.e., a process characteristicindicating the degree to which the process output (work product) conforms tostatutory requirements (i.e., is the agency doing the right things)?
a. Perhaps the most important, and certainly the oldest, function of theDepartment of Archives and History is its ongoing operation of the ResearchRoom at the Archives and History Center as a means of making the state’srecords available to the public. Two important indicators of missioneffectiveness are 1) an accounting of the total number of patrons who visit,call, and write the Archives for information during the fiscal year, and 2) thetotal number of unique visitors to the agency’s website. During EN’ 2013-14,the agency counted 12,847 patrons who physically visited, called, or wrotethe Research Room. In addition, during FY 2013-14 the agency had over78,000 unique visitors to its website.
This agency compared its total visitation with threeorganizations of much larger size and funding in the Southeast.These organizations include the state archives of Virginia(19,672 patrons), North Carolina (37,100 patrons) andMississippi (79,223 patrons). These three agencies have thelargest visitation figures among state archives in the region, andNorth Carolina and Mississippi count patrons visiting theirbuildings, which also house museums. Regarding the number ofunique visitors to an agency’s website, this agency compareditself to three significantly larger organizations throughout theSoutheast. These include the state archives of Alabama(2,432,356 unique website visitors); Virginia (2,658,240 uniquewebsite visitors); and Florida (14,248,668 website visitors).These institutions have the highest benchmark of websitevisitation in the nation, but there are extenuating factors thatexplain the disparity in numbers. Each of these organizationscounts individual page visitation as a unique visitor, and in thecase of all three comparative state archives, many of the hits are
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from unique visitors to associative bodies that share the websiteof the state archives in question.
ii. This agency uses these figures as a benchmark for comparativepurposes.
Hi. The person most familiar with visitation trends in southeasternarchives is Roy H. Tryon, former State Archivist of SouthCarolina, South Stonehedge Drive, Columbia, SC 29210, 803-798-3463, ([email protected]).
b. The Senior leaders who review this information on an annual basis are listedbelow:
W. Eric Emerson, Ph.D., DirectorSteve Tuttle, Deputy Director
c. The figures for visitation, calls, and correspondence regarding research inmost state archives have declined over the past decade as progressivelymore records are made available online through organizational websites andfor-profit genealogical companies. This trend, especially as it relates tovisitation for the purpose of research, will continue in the future. StateArchives therefore expect decreased physical visitation, phone calls, andwritten correspondence in the future and increased virtual visitation throughthe use of digitized and born digital records available through an archiveswebsite.
d. This agency has some degree of control over this result, since it controls theResearch Room’s hours of operation for physical visitation, and it can driveuse of the agency’s online records through its website and social media.
Mission Efficiency2. What are the agency’s actual performance levels for two to four of the agency’s key
performance measurements for mission efficiency (i.e., a process characteristicindicating the degree to which the process produces the required output atminimum resource cost (i.e., is the agency doing things right?) including measures ofcost containment, as appropriate?
a. Two of the ways that the agency manages efficiency is by tracking 1) thenumber of properties (both architectural and archaeological) that the StateHistoric Preservation Office (SHPO) adds to the state inventory; and bytracking 2) the number of properties for which the SHPO provides a writtenopinion regarding whether a property does or does not meet NationalRegister criteria. For F’? 2013-14 the SHPO added 916 properties to thestatewide inventory and provided a written eligibility opinion for 19properties meeting National Register Criteria.
The three foremost SHPO5 with which to draw comparisonsregarding the number of properties added to the statewideinventory in F’? 2013-14 are North Carolina (1,342), Indiana
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(7,220), and Tennessee (2,190). Regarding agencies providing awritten eligibility opinion for National Register Criteria, theSouth Carolina SHPO drew comparisons with North Carolina(87), Indiana (38), and Tennessee (18). The State HistoricPreservation Offices of these three states are national leaders inhistoric preservation and provide excellent benchmarks in eachof these two categories.
H. The agency used these benchmarks for comparative purposes.iii. An expert on these processes and National Register criteria is William
S MacRostie, Principal of MacRostie Historic Advisors LLC, 1400 16thStreet, NW, Suite 420, Washington, D.C. 20036, (202) 483-2020 x7015tel / (202) 483-2080 fax, [email protected]
b. The Senior leaders who review this information on an annual basis are listedbelow:
W. Eric Emerson, Ph.D., DirectorElizabeth Johnson, Deputy SHPO
c. The figures for these two performance measurements are affected greatly bythe strength of the economy, since the addition of properties to thestatewide inventory and determinations of National Register eligibility oftenare the first steps in a building owner or developer seeking HistoricPreservation Tax Credits.
d. The agency has some level of control over these results due to its limitedability to devote more staff time to undertake these tasks.
Quality (Customer Satisfaction)3. What are the agency’s actual performance levels for two to four of the agency’s key
performance measurements for quality (i.e., degree to which a deliverable (productor service) meets customer requirements and expectations (a customer is defined asan actual or potential user of the agency’s products or services) for the agency as awhole and for each program listed in the agency’s Major Program Areas Chart?
a. Two of the important measurements for the quality of service being providedto our customers are 1) SHPO assessments and written opinions ofundertakings with a determination of “No Properties” and/or “No Effect,”and 2) the percentage of state and federal project reviews completed in 30days or less. Both of these are services provided to homeowners anddevelopers under circumstances when delay can result in financial cost to thecustomer. During FY 2013-14, this agency’s SHPO accounted for 625 findingsof “No Properties” and/or “No Effect” on which written opinions wererequired; and the percentage of state and federal project reviews completedwithin 30 days or less was 98% with an average completion time of 12 days
The SHPO compared these figures regarding “No Properties”and/or “No Effect” with those of the SHPOs in North Carolina
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(2,898), Indiana (628), and Tennessee (1,250). Regarding thepercentage of state and federal reviews completed in 30 days orless, this agency made comparisons with the same three states:North Carolina (97% with and average of 12 days); Indiana(100% with an average of 25 days); and Tennessee (100% withan average of 14 days). Each of these state SHPO5 has a largestaff and considerable resources to devote to issuing suchopinions and reviewing state and federal projects.
ii. The agency used these benchmarks to compare data.iii. An expert on these matters is William G. MacRostie, Principal of
MacRostie Historic Advisors LLC, 1400 16th Street, NW, Suite 420,Washington, D.C. 20036, (202) 483-2020 x7015 tel /(202) 483-2080fax, bmacrostiemac-ha.com
b. The Senior leaders who review this information are listed below:W. Eric Emerson, Ph.D., DirectorElizabeth Johnson, Deputy SHPO
c. Assessments for undertakings and project reviews are affected by economicconditions, the number of projects, being undertaken, and the total numberof staff being dedicated to assessments and project reviews. Regarding theimpact of economic conditions, strong economic conditions result in moreprojects being presented to the SHPO for assessment and review.
d. This agency has limited control of these results for the reasons listed above.For this agency the primary factor in conducting assessments and reviews isthe amount of staff time that can be devoted to each assessment or review.
Workforce Engagement4. What are the agency’s actual performance levels for two to four of the agency’s key
performance measurements for workforce engagement, satisfaction, retention anddevelopment of the agency’s workforce, including leaders, for the agency as a wholeand for each program listed in the agency’s Major Program Areas Chart?
a. Prior to the significant budget reductions of 2010, the Department ofArchives and History created and conducted a workforce planning programthat gauged the engagement, satisfaction, retention and development of theagency’s workforce. With the loss of more than half of the agency’sworkforce as a result of the 2010 budget cuts (52 to 24 FTE5), the agency wasforced to eliminate the program. As staff numbers have stabilized, theagency is in the process of reconstituting the workforce planning program.
The agency can not compare itself to other agencies nationwide forbenchmarking, since, with the exception of the state archives inGeorgia, no other state has experienced the loss of a largerpercentage of its staff over the same period of time. In essence, dueto the loss of such a considerable portion of its staff, this agency is an
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outlier and comparisons with other state archives regardingworkforce planning serve little purpose.
ii. This agency does not evaluate its performance concerning workforceengagement versus other states due to the reasons outlined in theprevious response.
iii. An expert is this field is listed below:David ZingerFounder, Employee Engagement NetworkTwitter: @ldavidzingerWebsite/Blog: http://www.davidzinger.com
b. The following leaders review performance measures on an annual basis:W. Eric Emerson, Ph.D., Agency DirectorSteve Tuttle, Deputy DirectorBrenda House, Deputy Director for AdministrationElizabeth Johnson, Deputy SHPO
c. Agency leaders have ascertained that senior staff members (more than 2Dyears of service), especially those with more than thirty years of employmentin the state system, are remaining at the agency with no concrete plans forretirement. The agency views this as a sign of satisfaction with theiremployment at the agency.
d. The agency has little control over retention of the most senior staffmembers, but the agency is working to ensure that new staff members areassimilated into the organization in a manner that ensures their workplacesatisfaction. This includes a program of mentoring by senior staff members.
Operational/Work System Performance5. What are the agency’s actual performance levels for two to four of the agency’s key
performance measurements for operational efficiency and work systemperformance (includes measures related to the following: innovation andimprovement results; improvements to cycle or wait times; supplier and partnerperformance; and results related to emergency drills or exercises) for the agency asa whole and for each program listed in the agency’s Major Program Areas Chart?
a. As one of performance measures for operational efficiency, the agencytracks, among other things, 1) the average total response time to referencequeries by the public, and 2) the average response time from the receipt of astate historical marker application until the creation of draft text for themarker. The agency’s average performance benchmark for response time toa research query is 4 days, which includes having a staff member receive therequest, research the information requested, and contact the customer withthe information requested. The total staff time for the processing andcreation draft text for a state historic marker is 73 days.
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Regarding the total response time to reference queries, this agencycompared its response time with the state archives of Rhode Island(10 days), Maine (1 day), and Delaware (1 day). Based upon thesesamples, this agency has a median response time when compared toother benchmark state archives. The benchmark states were chosendue to their agency’s willingness to take and respond to researcherqueries. An agency’s response time can be affected by a number offactors including the size of the research or reference staff, thenumber of total requests, and time limits established by therespective agency or state legislation. Regarding the average time toprocess an application for a state historic marker, the agencycompared its average response time with Virginia (90 days), NorthCarolina (180 days), and West Virginia (7) days. Again, this state’saverage response time is below the median time for the state’sevaluated. For benchmarking for both reference queries and statehistoric markers, the agency used the examples of large organizationsthat are known as leaders in the field.
ii. This agency relied on the benchmarks provided by the organizationslisted above.
iii. Roy H. Tryon, Retired State Archivist of South Carolina, is an expert inarchival endeavors, and has a thorough understanding of reference queryresponse times. His contact information is 346 South Stonehedge Drive,Columbia, SC 29210, 803-798-3463, (RTrvonlOSStThaol.com). An expert onhistoric preservation markers is William C. MacRostie, Principal ofMacRostie Historic Advisors LLC, 1400 16th Street, NW, Suite 420,Washington, D.C. 20036, (202) 483-2020 x7015 tell (202) 483-2080 fax,bmacrostie(mac-ha.com
b. The senior leaders who review performance measures for these twomeasurable processes are listed below:
Reference queriesW. Eric Emerson, Ph.D., Agency DirectorSteve Tuttle, Deputy DirectorState Historic MarkersW. Eric Emerson, Ph.D., Agency DirectorElizabeth Johnson, Deputy SHPO
c. Trends regarding the response time to reference queries include the rapidproliferation of electronic records, which, with the proliferation of digitalcontent, will eventually speed the response times for research queries.Trends for the processing times for State Historic Markers include staffinglevels, which dictate how quickly a marker can be processed.
d. The agency has some degree of control over the results of reference queryresponse times due to the staffing requirements for conducting research. Aslong as the agency has experienced staff members dedicated to conducting
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research, the response rate can be moderated. Similarly, the agency has adegree of control over the processing times for state historic markersthrough staffing levels.
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RESTRUCTURING REPORT
V. Key Performance Measurement Processes (cont.)
B. Most Critical Performance Measures
1. Of the key performance measurement processes listed in Subsection A., which are thethree most critical to achieving the overall mission of the agency?1) Total numbers of patrons who visit, call, or correspond with the Department of
Archives and History in search of information concerning the state’s public records.2) The total number of unique visitors who visit the Archives website.3) The total number of properties (both architectural and archaeological) newly added
to the statewide inventory of historic properties.
C. Databases/Document Management
1. List all electronic databases/document management/business intelligence systems orprograms utilized by the agency, including, but not limited to all relational databasemanagement systems.
State SystemsSCEIS
Information Systems/DatabasesOnline Records Index (ORI) — Online index of SC public records that SCDAH has digitized.Visual Rediscovery— archival collections management system.Proficio — library collections management system.GainRM — records management system.ArcGlS — used to manage and analyze state historical preservation sites.Preservica — digital preservation system (future system).
Database Management SystemMicrosoft SQL Server
D. Recommended RestructuringConsider the process taken to review the agency’s divisions, programs and personnel toobtain the information contained in response to all the previous questions in theRestructuring Report (“Process”).
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1. Yes or No, based on the information obtained and analysis performed during theProcess, does the agency have any recommendations for restructuring (either that itcould do internally or that would need the assistance of revised or new legislation) thatwould merge or eliminate duplicative or unnecessary divisions, programs, or personnelwithin each department of the agency to provide a more efficient administration ofgovernment services?
a. If yes, please provide the agency’s suggestions.
No
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SEVEN-YEAR PLAN
VI. Seven-Year Plan
A. General
1. Yes or No, does the agency have a plan that provides initiatives and/or planned actionsthe agency will take during the next seven fiscal years that implement cost savings andincreased efficiencies of services and responsibilities in order to continually improve itsability to respond to the needs of the state’s citizens?
If yes, go to Current/Recommended Actions Section.If no, skip Current/Recommended Actions Section and go to AdditionalQuestions.
Yes
B. Current/Recommended Actions
1. Describe all of the actions the agency is currently taking and plans it has for initiativesand actions during the next seven fiscal years to work to achieve greater efficiency in itsoperations in order to continually improve its ability to respond to the needs of thestate’s citizens? In this description, provide the names of all personnel who areresponsible for overseeing the actions and plans.
The most significant challenge facing the Department of Archives and History is therapid and ever-growing proliferation of electronic records in state and local agenciesthroughout South Carolina. As agencies rely more heavily upon electronic records, theyare faced with issues regarding the scheduling, retention, and transmittal of thoserecords to the Department of Archives and History for permanent preservation. Thisprocess will only intensify over the next seven years.
To cope with this eventuality, this agency created and implemented its Digital Accessand Storage Initiative in Fl 2013-14. Through this initiative the agency has the SouthCarolina Electronic Records Archive (SCERA). As part of the creation of this initiative theagency has purchased the digital infrastructure to ingest, house, and make electronicrecords available to the public through its website and through the use of Preservica, adigital archiving system.
After the full implementation of SCERA, more South Carolinians will be able to conductresearch from their home PCs by using the Department of Archive and History’s websiteas a portal to the state’s electronic records. In addition this agency is undertaking
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increased digitization of its holdings so that more of the agency’s records may beaccessed in a form other than manuscript or microfilm. The key personnel involved inthis process are Bryan Collars, Electronic Records and Micrographics Manager; BrianThomas, Electronic Records Archivist; Mark Sprang, Electronic Records ProcessingArchivist; Kimberly McClure; Electronic Records Cataloging Archivist; and Jessica Hills,Electronic Records Analyst.
2. What are the anticipated cost savings and/or efficiencies that would be achieved byeach action?
Significant cost savings should result from the creation of the South Carolina ElectronicRecords Archive. Eventually there will be a reduced need for the research room to beopen five days per week, since the majority of future research will be conductedremotely by patrons from their personal electronic devices. In the near future the costof static shelving, an ongoing expense for the agency since its origins, will be offset bythe need for digital infrastructure. Due to the rapidly decreasing need for paper storagespace, the current Archives and History Center should remain the agency’s home for farlonger than any other building in the agency’s history. Foregoing the need for a newer,larger building will result in significant cost savings in the future. Future record storagespace also should be less expensive, since the need for physical supplies (acid-freefolders and boxes, shelving, conservation supplies) will diminish as the use of paperdiminishes in state government. These savings will be offset to some degree for theneed for digital infrastructure, licensing, and upgrades.
3. Is legislative action required to allow the department/agency to implement the currentor recommended actions?No.
4. If legislative action is required, please explain the constitutional, statutory or regulatorychanges needed.N/A.
5. Describe the agency actions that will be implemented to generate the desired outcomesfor each recommendation.
The agency has hired electronic records archivists and analysts who can assist theDepartment of Archives and History with its progression to an institution that can focusmore effectively on electronic records. The agency also has installed the digitalinfrastructure at the Archives and History Center at 8301 Parklane Road in Columbia.The agency currently is negotiating with a state university to serve as a remote digitalstorage site to ensure that there is sufficient backup for the agency’s electronic records.
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Once digital infrastructure is installed at that remote site, the agency will begin theinstallation of its electronic records preservation system.
After investigating various electronic record preservation systems, this agency haschosen Preservica, which is the most widely-used system, and the only out-of-the-boxsolution, to serve as the platform for ingesting the large quantity of electronic recordsbeing created in state and local governments. This agency has tested Preservica for thepast three months, and we will purchase the software and begin the process ofretrieving and ingesting the electronic records of selected agencies at the beginning ofthe next fiscal year. Once that process is completed, we anticipate increasing the rate atwhich agency’s convey electronic records to this agency.
6. What is the timeline for implementation of the change and realization of the anticipatedbenefits for each recommended action/change?
All of the actions listed above, with the exception of the last step, will be completed bythe end of this fiscal year. Beginning in FY 2015-16, this agency will start to ingest theelectronic records of select agencies into Preservica, and those records will be madeavailable to the public through this agency’s website as quickly as possible. This processwill be the agency’s test case, whereby we gauge the amount of time between theconveyance of the records and their appearance on our website. By the end of FY 2015-16, we hope to have a timely process whereby any state agency can submit theirelectronic records to this agency for accession, processing, preservation, and use by thepublic. Cost savings related to this agency’s ongoing focus on electronic records willcontinue and accelerate over the next ten years.
Now go to Additional Questions.
17 Pu g e
Does the agency already provide the information requested on this page, or similar information, in a report required by anotherentity? If yes, add the appropriate information to the similar Information Requested chart. If the agency looks in the Exceldocument attached, there is a template for the agency to complete for any questions which ask for the same information under thetab labeled, ‘similar Info Requested.”
SEVEN-YEAR PLAN
VI. Seven-Year Plan (cont.)
C. Additional Questions
1. What top three strategic objectives of the agency will have the biggest impact on theagency’s effectiveness in accomplishing its mission?
a. To promote and encourage understanding, appreciation, and preservation of thestates history and heritage
b. To increase awareness, understanding, and use of the programs of SCDAHC. To assess needs and identify and secure funding and resources to support the
mission of SCDAH
2. What are the fundamentals required to accomplish the objectives?
The most important attribute needed to accomplish the above-listed strategic objectivesis organizational focus. In a small agency, where staff members are compelled toperform a number of divergent tasks, it is incumbent upon organizational leadership tomaintain mission focus for its staff.
3. What links on the agency website, if any, would the agency like listed in the report sothe public can find more information about the agency?
http://scdah.sc.gov/Pages/default.aspxhttp://archives.sc.gov/Pages/defaultaspxhttp;//shpo.sc.gov/Pages/default.aspxhttp://rm.sc.gov/Pages/default.aspx
4. Is there any additional information the agency would like to provide the Committee orpublic?
No.
5. Consider the process taken to review the agency’s divisions, programs and personnel toobtain the information contained in response to all the previous questions in theRestructuring Report and Seven-Year Plan (“Process”). State the total amount of timetaken to do the following:
a. Complete the Process. 20 hoursb. Complete this Report. 40 hours
181 Page
Does the agency already provide the information requested on this page, or similar information, in a report required by anotherentity? If yes, add the appropriate information to the Similar Information Requested Chart. If the agency looks in the Exceldocument attached, there is a template for the agency to complete for any questions which ask for the same information under thetab labeled, ‘Similar Info Requested.”
6. Please complete the Personnel Involved Chart.See Excel Chart.
191 P a g e
Does the agency already provide the information requested on this page, or similar information, in a report required by anotherentity? If yes, add the appropriate information to the Similar Information Requested Chart. If the agency looks in the Exceldocument attached, there is a template for the agency to complete for any questions which ask for the same information under thetab labeled, “similar Info Requested.”
CHARTS APPENDIX
VII. Excel ChartsPlease send an electronic copy of the entire Excel Workbook and print hard copies of each ofthe Charts to attach here. Please print the charts in a format so that all the columns fit on onepage. Please insert the page number each chart begins on below.
Similar Information Requested Chart
_________________________________________
21
Historical Perspective Chart
_________________________________________________
22
Purpose, Mission Chart_____________________________________________________ 23
Key Products Chart
________________________________________________________
24
Key Customers Chart
______________________________________________________
25
Key Stakeholders Chart_____________________________________________________ 26
Key Partner Agency Chart___________________________________________________ 27
Overseeing Body Chart (General and Individual Member)
______________________
28
Major Program Areas Chart
_________________________________________________
30
regal Standards Chart
__________________________________________________________
31
Agency Reporting Requirements Chart
____________________________________
32
Internal Audits Chart_______________________________________________________ 33
Personnel Involved Chart
___________________________________________________
34
20 I Pa g e
Does the agency already provide the information requested on this page, or similar information, in a report required by anotherentity? If yes, add the appropriate information to the Similar Information Requested Chart, If the agency looks in the Exceldocument attached, there is a template for the agency to complete for any questions which ask for the same information under thetab labeled, “similar Info Requested.”
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ost
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epar
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ase
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Age
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26
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TR
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:P
rovi
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form
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nab
out
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ally
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ent
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sion
and
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enth
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tory
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tary
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e’s
U.S
.C.
§302
301
cult
ural
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tage
otth
est
ate
docu
men
tary
and
cultu
ral
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tage
and
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thro
ugh
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elfo
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tion
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.S.C
.§
3023
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cord
s,hi
stor
icot
her
stat
ehi
stor
ical
inst
itut
ions
and
Vis
ion:
SC
Cod
e60
-11;
54pr
eser
vati
on,
and
educ
atio
nor
gani
zati
ons.
U.S
.C.
§30
2301
prog
ram
s.
Pag
e23
Age
ncy
Nam
e:D
epar
tmen
tof
Arc
hive
san
dH
isto
ryK
eyP
artn
erA
genc
yC
hart
Age
ncy
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e:H
79A
genc
yS
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26
INS
TR
UC
TIO
NS
:Li
stth
enam
esof
the
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rst
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chha
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’sm
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ist
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e);
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ners
hip
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ng
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tses
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ithth
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ajor
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ase
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hive
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dS
outh
Car
olin
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stitu
teof
SCIA
Aw
ases
tabl
ishe
din
1963
and
has
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ually
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rvat
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ogic
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ear
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tile
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and
repo
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ew
hich
the
SH
PO
use
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part
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ecti
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the
agen
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nal
Pre
serv
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Sin
ce20
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CIM
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AH
have
oper
ated
Arc
hSit
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est
ate’
son
line
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umbe
rof
site
scu
ltur
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5.ad
ded,
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)D
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atio
nal
Reg
iste
rof
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lace
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info
rmat
ion,
serv
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ts,
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repo
rts
onth
enu
mbe
rof
proj
ects
revi
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view
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and
His
tory
mrc
eaa
Habit
Pre
sase
atio
etT
atet
,ae
coed
actw
di.
ast
affm
eata
ofte
ttab
teat
on
cost
setg
tle
orta
otr
ait
s.S
em
as
Cem
aita
.
Dm
oatt
rtot
t01
Ncf
wee
Cosl
asg
eiat
rea
agri
ries
are
edof
t3C
loer
attn
ofW
eS
tate
Rec
ords
teet
er.
Corn
edm
ore
‘reads
toag
eat
atn
at
toh
est
ied
at
taco
ma.
WA
Incr
ease
dk
.dn
gfü
rre
cord
sm
aoag
este
ttft.
Net
hee
san
dar
eH
atse
yre
cord
sst
orag
e.pet
atnie
lan
dedta
fen
pogra
ms
for
stat
eR
ecor
dsageir
inand
tcal
gee
eenhie
tto.
Man
agem
ent
Onn
atm
nrtt
of&
crw
es4
Sta
teH
btI
taJ
Mar
kers
Acato
nw
ddnattn
Ovo
ogh
WA
WA
ft.H
atorr
atan
dH
iem
yW
eS
tate
Hate
rP
tesu
otn
tei
OIl
ier.
Sen
tra
Ow
antn
erd
01N
ciaa
esr
Ren
ewolf
ider
atn
eck
anac
lang
(.era
ton
ci1w
leav
ese
cts
’of
We
WA
ft.b
lata
nt
aH
ast
yN
atan
atN
egate
tetm
aa
ftig
tfl
Sta
teH
ate
rP
nes
aoah
aiO
tto
.S
em
eta
wnee
esat
per
Sec
tan
IfG
011w
Nat
raat
Hato
,tp
rese
rvath
eM
tW
A
Pag
e25
Age
ncy
Nam
e:D
epar
tmen
tof
Arc
hive
san
dH
isto
ryK
eyC
ust
om
ers
Cha
rtA
genc
yC
ode:
H79
Age
ncy
Sec
tion
:26
INS
TR
UC
TIO
NS
:P
rovi
dein
form
atio
nab
out
the
key
cust
omer
segm
ents
iden
tifi
edby
the
agen
cyan
dea
chse
gm
ents
key
requ
irem
ents
/exp
ecta
tion
s.A
cust
om
eris
defi
ned
asan
actu
alor
pote
ntia
luse
rof
the
agen
cy’s
deli
vera
bles
.P
leas
ebe
assp
ecif
icas
poss
ible
inde
scri
bing
the
separ
ate
cust
omer
segm
ents
(i.e
.do
not
sim
ply
put
‘pub
lic.’
)T
heD
eliv
erab
les
Cro
ssR
efer
ence
sco
lum
nsh
ould
link
cust
omer
grou
psto
the
deli
vera
ble
liste
din
the
Key
Del
iver
able
sC
hart
,w
hich
they
utili
ze.
NO
TE
:R
esp
on
ses
are
not
limite
dto
the
num
ber
ofro
ws
belo
wth
atha
vebo
rder
sar
ound
them
,pl
ease
list
all
that
are
appl
icab
le.
Ag
ency
Sub
mIt
ting
Item
sC
ust
om
erS
egm
ents
Req
uir
emen
ts/E
xpec
tati
ons
Del
iver
able
sC
ross
Rep
ort
Ref
eren
ces
Dep
artm
ent
ofA
rchi
ves
1lo
cal
hist
oria
ns/g
enea
logi
sts
Pre
serv
atio
noF
,an
dlo
ng-t
erm
acce
ssto
,es
sent
ial
1,4
and
His
tory
stat
ean
dlo
cal
gove
rnm
ent
reco
rds.
Dep
artm
ent
ofA
rchi
ves
2pr
ofes
sion
alre
sear
cher
sP
rese
rvat
ion
of,
and
long
-ter
mac
cess
to,
esse
ntia
l1,4
and
His
tory
stat
ean
dlo
cal
gove
rnm
ent
reco
rds.
Dep
artm
ent
ofA
rchi
ves
3st
ate
gove
rnm
ents
Pre
serv
atio
nof
.an
dlo
ng-t
erm
acce
ssto
,es
sent
ial
1,3
and
His
tory
stat
ean
dlo
cal
gove
rnm
ent
reco
rds.
Dep
artm
ent
ofA
rchi
ves
4lo
cal
gove
rnm
ents
Pre
serv
atio
nof
.an
dlo
ng-t
erm
acce
ssto
.es
sent
ial
1.3,4
and
His
tory
stat
ean
dlo
cal
gove
rnm
ent
reco
rds.
Dep
artm
ent
ofA
rchi
ves
5pr
ivat
ere
cord
sre
posi
tori
esT
echn
ical
guid
ance
,as
sist
ance
,an
dle
ader
ship
in1,4
and
His
tory
arch
ives
and
reco
rds
man
agem
ent
mat
ters
.D
epar
tmen
tof
Arc
hive
s6
prof
essi
onal
grou
psT
echn
ical
guid
ance
,as
sist
ance
,an
dle
ader
ship
in1
and
His
tory
arch
ives
and
reco
rds
man
agem
ent
mai
lers
.D
epar
tmen
tof
Arc
hive
s8
Nat
iona
lP
ark
Ser
vice
Sta
tew
ide
plan
ning
and
prio
ritie
sfo
rfe
dera
l5
and
His
tory
fund
ing/
gran
tsto
Sou
thC
arol
ina.
Dep
artm
ent
ofA
rchi
ves
9ow
ners
ofhi
stor
icbu
ildi
ngs
Pro
mot
ion
and
adm
inis
trat
ion
offe
dera
lan
dst
ate
2,5
and
His
tory
tax
ince
ntiv
epr
ogra
ms
for
the
reha
bili
tati
onof
hist
oric
buil
ding
s.D
epar
tmen
tof
Arc
hive
s10
deve
lope
rsP
rom
otio
nan
dad
min
istr
atio
nof
fede
ral
and
stat
e2,5
and
His
tory
tax
ince
ntiv
epr
ogra
ms
for
the
reha
bili
tati
onof
hist
oric
buil
ding
s,D
epar
tmen
tof
Arc
hive
s11
arch
itec
tsP
rom
otio
nan
dad
min
istr
atio
nof
fede
ral
and
stat
e2,
5an
dH
isto
ryta
xin
cent
ive
prog
ram
sfo
rth
ere
habi
lila
tion
ofhi
stor
icbu
ildi
ngs.
Dep
artm
ent
ofA
rchi
ves
12co
ntra
ctor
sP
rom
otio
nan
dad
min
istr
atio
nof
fede
ral
and
stat
e2,5
and
His
tory
tax
ince
ntiv
epr
ogra
ms
for
the
reha
bili
tati
onof
hist
oric
buil
ding
s.
Pag
e26
Arty
Nn
Dv
elc
iAtt
tWts
are
Hcin
yK
eyS
tak&
,old
ers
Char
tA
qety
Cas.
HT
E
Ag
rrty
So
da
Zn
I?4ST
RU
OT
CO
IS:P
tns
flln
r.al
thnat
Ed
We
ag
ety
sny
slak
olo
rter,
ow
.ar
ea.,, k
tyie
g&
sneN
sar
eea
pale
ra.
Asa
ko10.r
adew
edas
a
I‘°“
oroegerrnl
Ira,
MS
waen
aacarc
thn
1an
ag
e,r
yS
lakere
t.n
canall
ea
abe
afle
dal
byW
eag
e’r
flad
lasn
.den
are
p0lt
nfla
sa
be
asw
ec
as
Ocasb
eE
sdasc
ata
gto
sep
ara
test
ak.d
Eeie
rW
ow
1Ii
eP
sase
de.
saT
aWpt
aW
epetd
cj
n.e
D*ae
rabee
sC
an,
Pef
e,ee
cea
Irak.n
nsIn
M&
*st
akeln
uerW
a..
10th
edefr
.era
e.
kare
iifi
nK
eyD
e*ae
,4a
ant.
Iast
od
aro
yao
’.In
sfi
seaced
itaw
atan
NO
TE
.R
,aa
am,
laded
toW
ena’t
ee
ciew
e,babee
Vas
ebe,j
as
ay
e.,
’u
..
peas.
adae
tel
aleU
e
Iqsry
5a,t
nfl
tgR
epor
tIs,,
.S
la.4
.aaer
Gro
inR
eqti
iwre
t&E
apera
ala
aO
e{iw
nE
laC
an
sR
ele
an
an
Dep
amnal
ciA
,dw
nar
eI
Lcc
algeenseit
Rra
,wed
lede
fal
are
SW
.Is
dala
1,2
.3,4
.5H
aney
pr,’
empn1fl
:ad
mta
sraln
ciIb
esl
alew
de
Slav
ey,
pm
eadtç
.We,s
todoem
aten
abet
Sth
etc
ato
nci
reto
rtp
tcer
nas
0a0
14’
615
flyo
’s;
pew
edui
gadece.
,anrg
.are
ed
na
a,*
s1110141t0
0.6
ptf
laas.
pIc
ild
ire
apty
o.a
Ito
dea
lloy
so
bIe
,odtn
E;
SIc
eag
eard
ntm
dem
ag
ci&
iie
,afa
ad
rd
beepkey
pte
da’r
e
Deparm
ela
ciA
cres
ad
2S
late
ag
ero
es
Renew
cita
lon
’are
stale
Lad
eda
1.2
.3.5
Hala
yp
en
nil
lelpecan:
adm
relr
ahth
ici
tast
a!e
wd
est
ney
’a0
’ath
ng
aaess
lbelo
mule
nalx
sita
kta
licn
ciN
slo
,cw
ço
,le,
eso
te6
5b
yes;
pew
sd’r
rjadvte
.ra
nng,
are
lab
el
pea
rls
Irw
cl
On
pew
im:
Iwn
adil
loae
weu
aal
lbd
earo
yo
tho
nre
coal
s.sla
ng
,ar
em
bw
mrg
cio
lpeto
r’th.
are
r,d
keerir
np
eia
ara
.
Dep
a,t,
,eci
ciA
,dw
os
are
Fed
eral
ageta
sH
ones
vsid
eal
are
Stal
et,
nlm
la
,.
aH
eday
pen
cill
edfeds;
ad
easl
ratc
nci
We
sta
le.,
’..n
05
.pew
ad
ness
0elo
rmala
lIo
ns
tea
Sta
ten
cire
Set
or
I.e
WIa
4l6
5b
in
Ei*
lgas
,’adeoa
Win
sth
afll
0.0
Dep
aa”ea
cik
Uev
sa,’
4D
e.e
ss
Rea
wse
dedit
s]
are
sla
tela
ded
a1
.2.4
,5H
asory
pen
neel
pa1e
ds;ad
wetr
al
fit,
cit
e
sla
leed
eS
case
,:p
In
çaed
eaaIo
ela
nate
nabas
Us
Irca
lsa,
cire
tort
ew
ebro
flt
tIO
thbyam
Dep
anm
e,1
ciA
,th
aas
are
5E
lsIr
awef
lalo
rls
ialt
Here
.ci
‘edea
lar
e51
511
hnlo
lar
1.2
.4.5
bla
try
pen
od
lodfed
s,
adntc
iirw
nicit
esta
wsd
eI,
fle,,lg
nrS
Sto
ejo
ilsala
lom
aenw
We
talf
iu,
ciri
flat
ew
asenW
ecis
tGS
by
e,
Oep
aM,e
raci
Atc
iwas
as,’
eP
nsew
iptd
ass
nb
ad
Pew
oede
.dcim
atn
qass
et
ran
ged
1.2
.4.5
Heey
eedalf
lci
teat
pen,r
vanl
pee
seev
alen
1150
e91
em
s]en
sS
at.
c_a
—to
ns,
a,’
sag
yab
Dep
ajIn
seel
ciA
tlas
are
7C
aste
.,ci
test
at
pew
ella
mC
asi
dew
leP
0N
ale
ralR
ete
eci
Hala
t1
,2.4
.5H
afl
i—
Were
peoan.e
Sash
Can
sam
.
Pag
e27
Age
ncy
Nam
e:D
epar
tmen
tof
kd’.
wes
and
Hat
ory
Ove
rsee
ing
Bod
y-G
ener
alC
hart
Age
ncy
Cod
e:H
79A
genc
yS
ectf
on:
26
INS
tflU
CE
ON
S:
Pro
tde
Info
nn
ato
sab
out
the
body
mat
ov
erse
esth
eag
ency
aed
tow
hom
the
aqen
cyhea
dre
port
sin
dudng
wha
tth
eover
seei
ng
body
is(i
a.bo
ard.
com
nis
sion,
etcj
;bla
tm
mib
erof
inäe
tdual
son
mey
itee
ser
the
inth
vith
ja!s
are
elec
ted
orapnte
dw
hoet
ects
orap
prsn
tsth
eE
sávi
duat
s,th
ete
ngrn
ofte
rmor
each
Urd
iwei
ssi,
whe
ther
ther
ear
ean
yli
nct
aten
sat
the
(Ola
fn
tntb
erof
term
san
indi
wdu
alcu
rtse
rve;
whe
ther
ther
ee
any
lrrr
srau
ore
onth
enu
mbe
rof
conse
wtv
ere
mus
anin
disi
thia
]ca
nte
rse;
and
any
othe
rre
quir
emen
tsOr
nuis
ance
sab
out
the
body
whi
chth
eag
ency
bel
ieves
isre
leva
ntto
unde
rsta
ndin
gho
wth
eag
ency
perf
orm
san
dits
resu
lts.
Agen
cyS
ub
mif
lin
gR
epo
rtty
pe
ofB
ody
(I..
Bo
ard
,N
ofli
mes
per
To
tati
ofA
ieIn
dIvI
dual
sE
lect
edW
hoE
lect
sor
Len
gth
ofL
imit
atio
ns
onL
imIt
atio
ns
onC
hal
len
ges
Imp
ose
dor
that
Agen
cyO
ther
Per
tInen
tIn
form
atio
nC
Dm
mis
siD
n,et
c.)
Yea
rB
ody
ind
ivid
ual
son
or
Appoin
ted?
Appoin
ts?
Ter
mto
tal
Num
ber
Co
nse
cutI
ve
staf
fan
dth
eB
ody
hav
efa
ced
bas
edM
eets
the
Bod
yof
Ter
ms
Num
ber
ofon
the
stru
cture
olth
eo
ver
seeI
ng
Ter
ms
bo
thD
epar
tmen
tof
Arc
hive
san
dC
omm
issi
on4
11A
ppoi
nted
Sta
tew
ide
hist
ory
Five
year
sN
one
Non
eN
one
Non
eH
isto
ryor
gani
zati
ons
for
all
but
(3),
maj
orG
over
nors
univ
ersi
ties
(5),
appo
inte
es.
the
Am
etic
anw
hoS
erve
Leg
ion
(U.a
ndco
ncur
rent
the
Gov
emor
(2)
wiTh
the
Gav
emoc
Pag
e28
C.e
ne&
ng
Bo
dy
Jn
di.
fdu
al
Mem
ber
Chad
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lv
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