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The Public Library Association Strategic Plan

To print this document, we recommend that you download and print the PDF version of PLA's Strategic Plan

Approved June, 2002
ALA Annual Conference

Overview

• Consideration of factors in the long-range planning horizon (10-30 years into the future), and the articulation of a core purpose, core values, and a vivid description of future success;
• Creation of a set of assumptions about the future of PLA, public libraries, and public librarians;
• Identification of a set of mega issues (drawn from qualitative research conducted on sample of PLA's membership, but in need of further illumination) - critical questions that will need to be answered in order for PLA to position itself strategically in the future;
• Long-range visioning articulated in five goal statements with strategic objectives and preliminary strategies that identify where PLA could be in the next several years and how it can get there. The vision attempts to focus on how the organization will provide beneficial outcomes to members.

10-30 Year Planning Horizon
~ Core Ideology & Envisioned Future ~

Core Ideology

• Provides visionary leadership ever open to new ideas.
• Dedicated to life-long learning.
• Focused on and responsive to member needs.
• Committed to a free and open exchange of information and active collaboration.
• Respects diversity of opinion and community needs.
• Committed to excellence and innovation.

Envisioned Future

1. The Public library is regarded as a critical contributor to the creation of vibrant and educated communities and is funded accordingly. It is the primary recipient of corporate giving.
2. Public libraries are regarded by the public as their first choice for facts, fiction, and the latest information technologies.
3. 100% literacy in North America is reached and public libraries are recognized as playing a significant role in obtaining this goal.
4. Public libraries are staffed by highly skilled, well trained, and competitively compensated professionals who reflect the diverse demographics of the communities they serve.
5. Public librarians are recognized as the information experts and as leaders in their respective communities.
6. Every public library in North America looks to PLA for providing education and training for their staffs and trustees. PLA members have access to affordably priced training opportunities at their convenience and that meet their professional life-long learning needs.
7. PLA membership represents 100% of North America's professional public librarians.

5-10 Year Planning Horizon
~ Assumptions About the Relevant Future ~

1. What assumptions will we make about the relevant future environment of our industry/profession/issues arena?
2. What one or two innovations or occurrences (which are not possible today) could happen - which, if they did happen, would fundamentally change our industry/profession?

ASSUMPTIONS

1. The need for a more diverse library staff will increase in order to reflect changing communities.
2. Library professionals will continue to age along with the U.S. population.
3. Membership in organizations will become less and less important to younger library professionals.
4. The impact of home schoolers and charter schools may affect the role of and the services provided by public libraries.
5. New immigrants from other countries without a public library system will need assistance in understanding the role and services of the American public library.
6. Demand for services to immigrant children will increase due to larger immigrant family units.
7. There is a growing gap in socioeconomic conditions and the income level defining poverty continues to rise.
8. Changes in immigration laws could impact our current and future immigrant population.

1. Library budgets will continue to compete unfavorably with education and public safety budgets.
2. Private fundraising, as well as other forms of alternative funding streams, will become more and more necessary.
3. Libraries must be able to demonstrate return on investment (ROI) to the public and to decision-makers.
4. State, local, and/or federal funding may go away.

1. Stratification of social values will increase creating more tension between conservative and liberal views.
2. National political agendas will change and the public's support for those political agendas will continue to fluctuate.
3. Public libraries will remain a symbol of democracy providing a strategic opportunity for growth and financial support.
4. Libraries are usually not "at the decision-making table" on all levels - local, state, and national.
5. The library as a place for the community to congregate will continue to grow.

1. The legal environment will require more time, energy, and expertise.
2. Outcome of CIPA will be determined and influence access practices.
3. Copyright and digital licensing will be settled and will affect what, how, and at what price libraries provide information.
4. Confidentiality/privacy laws will become more complex and will affect patron use, records maintenance, and requirements for registration and perhaps marketing practices.
5. Employment law will become more complex and require greater management and increased overhead costs.
6. Funding laws and regulations on tax limitations will spread from the West Coast to East Coast and threaten funding.

1. Technology will allow libraries the opportunity to recapture a failed patron group -- young males (12-18) - only if library staff and volunteers appear technology savvy.
2. Technology will affect everything libraries do.
3. MP3/video on demand will be available at home.
4. Technology training will continue to be a challenge.
5. If the structure of the Internet changes, the role of public libraries may change in providing validity to the information provided. T

5-10 Year Planning Horizon
~ Mega Issues ~

Mega-Issue Questions:

• How should PLA assist in educating the public on all the aspects of what public librarians and public libraries do for them?
• How does PLA change the image of librarians and public libraries?
• How can PLA transfer best practices into a knowledge base that all librarians can use? o How can PLA provide services to non-MLS library staff?
• How can PLA assist libraries in using public support for libraries in obtaining additional funding?
• How does PLA assist library staff to become more proactive in their communities?
• How can PLA assist libraries in continuing to provide value in an increasingly rich information world?
• How can PLA assist in bringing more people into the profession especially in high-level positions within the library?
• How does PLA change the perception of the industry in order to attract young people to the profession?
• Where do we go from here, what is the future of the library profession?
• How will libraries distribute information in the future? Will it be centralized or decentralized?
• What will libraries look like in the future? How will they be set-up?
• How should libraries measure success in the future?
• How will libraries train and satisfy multi-generational staffs?
• How will PLA support both public librarians and public libraries?
• How will libraries provide resources to growing diverse populations?
• What is the best organizational structure to serve the public library community?
• How do we determine the appropriate "comfort level" with technology for staff and library patrons?
• How will the association respond to the unique needs of large metropolitan libraries?
• How can the association assist libraries in measuring their success?
• How should the association take advantage of electronic technologies to reach more librarians?
• How does the association speed-up the decision making process in order to respond more quickly to member's needs?
• How can PLA assist librarians in mapping their career path and making the transition from practitioner to manager?

3-5 Year Planning Horizon
~ Outcome-Oriented Goals ~

Goals:

Goal - Advocacy & Recognition

1. Increase the number and variety of partnerships with other organizations in advocacy efforts.
   
   Strategies:
1. Identify partners. (High)
2. Market PLA as a valued and effective partner. (Medium)
   
   
2. Increase the number of trustees and friends participating in local and state advocacy for libraries.
   
   Strategies:
1. Increase number of programs for friends and trustees. (High)
2. Expand PLA relationship with ALTA and FOLUSA. (High)
3. Develop talking points for trustees. (High)
4. Develop magazine column by and for trustees. (Medium)
   
   
3. Increase the number of libraries successfully promoting their value and services.
   
   Strategies:
1. Develop and share best practices. (High)
2. Develop PSAs. (High)
3. Increase the number of marketing materials. (High)
4. Develop new awards. (Low)
   
   
4. Increase the number and variety of key audiences who view public libraries as important partners in education.
   
   Strategies:
1. Develop partnerships with ALA divisions and other outside groups. (High)
2. Provide training on how to develop best practices. (High)
3. Develop and share best practices. (Medium)
   
   
5. Increase the level and stability of funding for public libraries throughout the country.
   
   Strategies:
1. Develop partnerships with national, state, and local funding organizations and individuals. (High)
2. Study standards, benchmarks for funding and research and evaluate current funding. (Medium)
3. Publish more research in non-library publications. (Low)
4. Increase philanthropy to public libraries. (Low)

Goal - Literate Nation

1. Increase the amount of PLA's tangible and intangible assets focused on emergent literacy.
   
   Strategies:
1. Develop a train-the-trainer program on emergent literacy. (High)
2. Report on demonstration site study in Public Libraries publication. (High)
3. Develop program materials on emergent literacy. (High)
4. Expand the number of national partners. (High)
5. Expand emergent literacy research efforts. (Medium)
   
   
2. Increase the number of key audiences aware of services already provided by libraries as essential partners in literacy development.
   
   Strategies:
1. Educate the ALA's Washington, DC office on the results of emergent literacy research and encourage their assistance in connecting it with the national education agenda. (High)
2. Develop a program to present about PLA's role in emergent literacy to be presented in different professional venues. (Medium)
3. Direct PLA committees to develop programs devoted to literacy initiatives of all types. (Medium)
4. Devote one issue of Public Libraries to literacy initiatives of all types and send that issue to targeted partners and key stakeholder groups. (Low)
5. Develop curriculum materials to be used in public library courses in MLS degree programs. (Low)

Goal - Staffing & Recruitment

1. Increase the number and diversity of people selecting public librarianship as a career.
   
   Strategies:
1. Develop a scholarship program. (High)
2. Develop a mentoring program for new public librarians. (High)
3. Develop a recruitment tool kit including assessment tools, research and career demographics. (Medium)
4. Address recruitment issues in continuing education programs. (Medium)
   
   
2. Increase the number of library schools collaborating with PLA on library related curriculum.
   
   Strategies:
1. Conduct and use research to determine what public library education needs are and are not being addressed. (High)
2. Establish a skills development task force. (High)
3. Work with ALISE to expand ALA core competencies for public librarianship. (High)
   
   
3. Increase the number of useful models for staffing public libraries.
   
   Strategies:
1. Create an open dialogue forum for the purpose of collecting best practices and raising questions on staffing issues. (High)
2. Include staffing models in the "Recruiting for Results" tool kit. (Medium)
3. Address new models for staffing in continuing education programs. (Low)

Goal - Training and Knowledge Transfer

1. Increase the number of public library staff and trustees participating in continuing education and training opportunities.
   
   Strategies:
1. Create and deliver more local programs. (High)
2. Determine barriers to conference attendance. (High)
3. Survey members to determine CE needs. (High)
4. Provide new networking opportunities. (Medium)
5. Explore partnerships for increasing conference registrations with state library associations and other organizations. (Medium)
6. Offer mentoring opportunities at education programs. (Low)



2. Expand the number and variety of PLA publications.
   
   Strategies:
1. Commission authors to publish on topics of identified interest in a variety of communication formats. (High)
2. Improve electronic newsletter. (Medium)
3. Create training kits on library operations. (Low)


3. Increase cost effectiveness in program planning.
   
   Strategies:
1. Repackage existing programs for repeat performances and distribution through other communication channels. (High)
   
   
4. Increase volunteer involvement.
   
   Strategies:
1. Expand opportunities for volunteers to get involved in single commitment association projects. (Medium)
   
   
5. Increase the number of relevant audiences aware of PLA and its program offerings.
   
   Strategies:
   1. Partner with other ALA divisions, state chapters, and outside groups to develop and present programs to be presented in a PLA venue or that of an outside group. (High)
   2. Provide new networking opportunities. (Medium)
   3. Increase links between current electronic discussion communities. (Medium)
   
   
   
6. Increase the variety of delivery methods for continuing opportunities.
   
   Strategies:
1. Increase links between current electronic discussion communities. (Medium)