Strategic Planning Initiative

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Committee Members

Paula Cohen, Chair
Paulacohen00@gmail.com

Sharon Christenson
schristenson@verizon.net

Peter Droese
Peter.Droese@umassmed.edu

Doug Southard
DSouthard@crai.com

Daniel Singer
danieljsinger@gmail.com

Cindy Sullivan. Advisor to Committee
cbsullivan02364@comcast.net

Summary of Meeting

May 10, 2010
June 22, 2010 

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STRATEGIC PLAN - Draft

STATEMENT OF PURPOSE
The Strategic Plan serves as the framework for guiding officers, committees, and members' to promote continued sustainability of the chapter, the association, and the information profession. This document outlines the chapter's mission, vision, and values and as such will be the guide for making short-term and long-term decisions. Boston's Chapter plan aligns with the Special Libraries Association (SLA) Strategic Plan: Professionals Putting Knowledge to Work in the 21st Century adopted in 2000.

VISION
The Special Libraries Association is the global organization for innovative information professionals and their strategic partners.

MISSION
Promote and strengthen its members through learning, advocacy, and networking initiatives. The Boston Chapter serves to advance the leadership role of our members in putting knowledge to work for the benefit of decision-making in corporations, government, the profession, and society; as well as to shape the destiny of our information and knowledge-based society.

VALUES

SLA promotes the professional welfare of its members and the organizations and people they serve and fosters the global progress of the knowledge society. Our core values are the following:

Leadership
Strengthening our roles as information leaders in our organizations and in our communities, including shaping and implementing information policy at all levels of society locally and globally.

Service
* Responding to our clients' needs, adding qualitative and quantitative value to information services and products.
* Responding to call of service in our society to promote corporate social responsibly
* To serve our fellow association members by mentoring  professional growth

Innovation and Continuous Learning
Embracing innovative solutions for the enhancement of services and intellectual advancement within the profession.

Results and Accountability
Delivering measurable results in the information economy and our organizations. The Association and its members are expected to operate with the highest level of ethical conduct, honesty, transparency and governance.

Collaboration and Partnering
Providing opportunities to meet, communicate, collaborate, and partner within the information/knowledge industry in the business community including but not limited to: public sector; private sector, academic sector and not for profit organizations.

 Action Plan

Goal 1:Programming - Generate increased engagement and interest, address members' specific interests
Objectives

A.Provide virtual programming for distant members and those with tight schedules who would otherwise be unable to attend

B.Promote the use of cost benefit analysis for program planning purposes.

C. Improve publicity and promotion of events

D. Offer programs on jobs-related topics and advocacy for librarians

E. Provide networking opportunities for information professionals to get together

F. Engage more chapter members to run programs for professional development

Goal 2: Deliver high-quality, targeted educational and professional development opportunities in key areas
Objectives

A. Develop education programs that include applications or lessons learned into nontraditional roles

B. Develop a stronger chapter event communication plan maximizing social media opportunities

C. Professional and Personal Development

• Adapt emerging technologies that influence information delivery
• Influence and persuasion skills to promote the individual and the profession
• Keep up with trends and changes and how to leverage them
• Electronic journals in general and including the move from collection to service
• Comfort level with information explosion and assisting customers' information overload
  

Goal 3:Sustain and grow membership
Objectives:

A. Expand communication with members by leveraging new technologies
B. Focus on member services and benefits and community-building initiatives
C. Provide comprehensive information about job opportunities at both the local and national levels
D. Evaluate mentoring services
E. Address and act on question of potential members using a process improvement: Why should I join?

F. Develop a new member orientation kit

Goal 4:  Marketing and communications: Develop a coordinated marketing and communications strategy and plan for the Chapter

Objectives:

A.  Broadly publicize programs and events

B.  Introduce the new strategic plan to Chapter members

C.  Address the question: What is our brand?

D.  Explore opportunities with student groups to develop a 21^stcentury brand for the Chapter

E.   Focus on communications to build a strong volunteer base

F.    Develop programs for outreach to employers and potential members around advocacy for the profession

Goal 5: Partnering and collaboration; Develop relationships with related organizations to establish partnerships, collaborative activities, and co-sponsorships

Objectives:

A.  Explore joint events w/aligned organizations and professions:  medical, information management and    technology, legal, competitive intelligence and others

B.  Maintain financial solvency:  what is the business model?  Explore options for other sources of revenue to the Chapter

C.  Explore vendor relations: begin by providing guidelines for working with vendors and the possibility of setting   policies

D.  Explore reduced rates for multiple memberships

Goal 6:  Strengthen Chapter Leadership and Governance Policies and Practices

Objectives:

A.     Evaluate chapter organization and administration, including committee structure

B.     Explore opportunities for operational efficiencies and additional administrative capacity

C.     Partner with the employer community and its representatives, e.g., HR professionals; vendors; library schools; and allied membership organizations

D.     Establish an ongoing strategic planning process for the Chapter

E.      Track activities of the Task Force to update SLA competencies

Measuring performance

Performance against these goals will need to be quantified to track progress. 

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Draft submitted by Strategic Planning Committee

Paula Cohen, Chair - SLA Boston Strategic Planning, Director

Sharon Christenson

Peter Droese

Doug Southard

Daniel Singer

Cindy Sullivan - Advisor to Committee

Please send feedback to Paula Cohen, SLA Boston Strategic Planning Director (Paulacohen00@gmail.com) by December 31^st.  The official plan will be presented to members by March 15^th

Strategic Planning Working Pages