2006-2009 Strategic Plan

 STRATEGIC PLAN 2009-2012

A Statement of Vision, Mission,
Values, and Major Initiatives

ADOPTED BY TLA COUNCIL JULY 2009

The Texas Library Association is a voluntary organization whose membership represents a variety of geographic and cultural areas. Professional librarians, staff members, and lay persons find in the Association common ground for focusing on the issues which all libraries must address in responding effectively to the information needs of people.

       VISION

Any library, any person, any time!: the Texas Library Association enables libraries in Texas to offer open access to information resources and services to all people.

       MISSION

The Texas Library Association energizes and prepares library personnel and supporters to meet the needs of individuals and communities in changing cultural settings. By fostering the creative exchange of information and ideas, the Association serves members and focuses their collective voice for action and advocacy.

       VALUES

As an association, the Texas Library Association values: 

  • Advocacy on behalf of libraries and information literacy

  • Collaborations and partnerships with other organizations having similar goals and interests

  • Development of leaders

  • Diversity of all kinds in membership, programs, and services

  • Flexibility in governance and organizational structure

  • Fostering professional development and other educational opportunities

  • Intellectual freedom and equity of access to information

  • Lifelong literacy, learning, and reading

  • Openness to the changing needs of its members

  • Professionalism, ethical conduct, and integrity

  • Social responsibility in communities at all levels

       MAJOR INITIATIVES

Preface: In addition to the continuing the important annual work of the associations—such as advocacy efforts, awards, reading lists, and countless others (at both the Association and unit level), TLA will also address its energy and resources to accomplish the following major initiatives over the next three years.

The Strategic Planning Committee has developed six major initiatives based on the Transforming Texas Libraries Summit, discussions throughout the year (at conference and annual assembly), and feedback provided through multiple channels. These major initiatives are created to give direction and targeted purpose to the Association and its members with the understanding that, as a community, we will redefine these initiatives in the next strategic planning process. The Association, like our members, is vibrant and eager to adapt to our environments.

I. TRANSFORMING LIBRARIES

The Association shall focus on providing training and tools that will help individual libraries implement services and environments that: 1) meet the most current and emerging needs of customers and 2) prove engaging to people who do not regularly turn to the library for information needs.

  1. Go outside the library to learn what customers/communities want and need.

    1. Provide instruction and resources to allow libraries to undertake local surveys, focus groups, assessment strategies, as well as determining internal or external factors affecting the organization.

    2. Encourage librarians to participate in non-library groups and activities and opportunities for external relations building (e.g., working with local and state PTA groups).

    3. Collect and share best practices and new developments with colleagues to foster a rich environment for change and innovation.

  2.  Provide librarians with information and training on emerging technology trends and facilitate assessments of current library technology adoptions and future needs.

  3. Equip librarians with skills and best practices to engage existing and new library constituents through social networking tools by

    1. Training members to use and make use of social networking tools

    2. Providing best practices and templates

    3. Engaging in innovative social networking practices

    4. Expanding the Association’s own social networking tools and aggressively promote these tools to the membership

  4. Expand networking opportunities for all types of libraries to work together at the district level (including more events involving districts, Systems, and Education Service Centers, etc).

II. PUBLIC RELATIONS

The Association shall promote libraries and statewide initiatives for the purpose of increasing support for libraries, attracting customers to library services, and emphasizing the ongoing vitality and relevance of libraries.

  1. Develop and brand a compelling vision to showcase libraries.

  2. Create and implement an aggressive campaign to market this vision locally and statewide.

III. LEADERSHIP DEVELOPMENT

 The Association shall promote a professional culture of expertise and leadership to ensure: 1) the viability and responsiveness of our institutions and 2) the strategic positioning of libraries and library leaders in the formation of our society’s future.

  1. Foster a culture of leadership at all staffing levels within libraries and the broader communities they serve.

  2. Expand leadership training to include additional opportunities for upper management, seasoned leaders, students, and new recruits to the field.

  3. Create mentoring programs for library school students and new TLA members.

  4. Define leadership tasks, opportunities, and incentives for members within TLA.

IV. COLLABORATION

The Association shall forge new relationships and strengthen existing ones to benefit libraries and the people they serve. The Association shall also promote collaboration and partnerships within the library community and help individual libraries partner with other groups to strengthen their own services.

  1. Expand partnership opportunities with other statewide organizations (e.g. Texas PTA, Texas Municipal League) on advocacy, public relations, program development, and continuing education efforts (e.g., publishing articles about library services in other associations’ publications, exhibiting and speaking at outside conferences, organizing joint task forces, etc.).

  2. Train library staffs and stimulate local collaboration with outside groups to deploy library resources and services through new venues (e.g., social media groups, educational forums, and business ventures).

  3. Encourage multi-type collaboration within the library community at local, regional, and state levels including Education Service Centers, systems, and TLA districts.

V. Entrepreneurial and innovative activities

The Association shall undertake innovative and entrepreneurial activities to strengthen the organization and promote the cause of libraries statewide. The Association shall also equip local libraries with the means and opportunities to develop similar skills to improve their own institutions and enhance services for their communities of users.

  1. Pursue non-traditional and innovative approaches to funding, revenues, support for programming, resource-sharing for TLA and libraries statewide.

  2. Train librarians to identify and apply for diverse grants and revenue options to fund libraries and promote the establishment of a clearinghouse for grant opportunities, best practices, and successful applications.

  3. Promote the concept of library return on investment (ROI) and offer librarians tools and training to assess their own ROI and promote their value to decision makers.

  4. Engage in a continued statewide discussion on the “one card” for all concept and develop strategies to begin effectively creating a path to provide users with more seamless access to all library resources (Any library, any person, any time!).

VI. Organizational Structure

The Association shall analyze and adapt its structure to best accommodate the dynamic and changing nature of libraries and librarians. The Association shall make a priority of flexibility and nimbleness for streamlined and efficient programming and operations.

  1. Explore organizational structure and reshape the Association to meet changing needs.

  2. Evaluate Association’s committees and task forces to respect member’s time and commitment.

  3. Ensure the vitality of TLA through growth, member communications, member orientation, and inclusive activities for all staffs and supporters.

  4. Encourage groups within TLA to be innovative, proactive, and leaders.

Submitted by TLA Strategic Plan Task Force

  • Joyce Baumbach, Chair

  • Melody Kelly

  • Patrick Heath

  • Steve Brown

  • Jane Clausen

  • Sue Compton

  • Maribel Garza-Castro

  • Carlyn Gray

  • Joan Heath

  • Ling Hwey Jeng

  • Karen Nichols

  • Toni Lambert

  • Virginia Eldridge

  • Nancy Kubasek
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