Home > About > Strategic Plan

Short Term Strategic Plan for KLA (Draft)

proposed by Emily Sitz and approved by Council in draft form April 11, 2011

Implement a model of organization using an Executive Secretary

A. Describe position responsibilities in terms of managing business operations and membership database, support for sections and roundtables, and conference registration

• Implement a more effective and timely schedule of renewal notices and response to membership payment
• Develop procedures for notifying section and roundtable chairs of new members

B. Hire Executive Secretary using 20 hours per week (no benefits) with a competitive wage for the Topeka market.

C. Describe within bylaws leadership-level responsibilities of KLA’s officers (Spring 2012?)

D. Continue to separate advocacy functions from KLA staff and retain paid legislative liaison

Revise conference planning procedures

A. Name a conference ‘futures’ committee comprised of former conference planners and incoming 2nd vice chair (April 2011)

B. Outline parameters for conference planning (July 2011) including consideration of optimal timing for the organization’s fiscal year and its members/partners

C. Outsource creation of a conference planning manual with input from futures committee (FY12)

Develop new membership strategy

A. Emphasize potential of Section and Roundtables

• Determine necessary level of support from KLA office for section and roundtables (Management of foundation docs; dissemination of membership and financial info)
• Provide training to section and roundtable chairs on promotional materials and opportunities, conference planning, and listserv/website support
• Work across section and roundtables to ensure development of knowledge communities
• Develop an awareness campaign for KLA
• Plan across sections and roundtables to development membership strategies in conjunction with membership committee including larger institution staff as targets
• Encourage networking with targeted human resources agencies within public and academic libraries to promote KLA and S/RTs

B. Revise dues structure and related benefits with annual evaluation

• Rebrand institutional memberships as organizational benefits
• Define and promote the benefits of organizational membership
• Provide tools for library directors to justify cost of KLA memberships (individual, institutional, and trustee)
• Communicate changes in dues structure and benefits to members and potential members

Financial strategies

A. Identify better methods for monitoring income, expenses, and financial positions in relation to adopted budgets

• Hold monthly meetings of Finance Committee to review reports and recommend revisions as needed
• Prepare monthly reports of Association finances for Finance Committee and others upon request
• Ensure quarterly finance reports are presented to Council and posted on Association’s website
• Prepare quarterly reports in formats including but not limited to balance sheets of assets/liabilities and graphs
• Included contextual information such as prior year balances, benchmarks, and performance measures

B. Implement methods for stabilizing the finances of the Association

• Introduce an organizational model that can be funded within the non-conference revenues of the Association
• Seek ways to minimize bank charges resulting from online payments of dues and registrations
• Maintain a conservative perspective when preparing and approving budgets
• Introduce position of Treasurer-elect
• Develop job description to aid nominating committee
• Mentorship with existing treasurer
• Insure best practices of S/RT support and information to Council

C. Grow reserve funds

• Budget 10% of the anticipated net profit of each conference to reserve fund
• Develop and adjust investment strategies in coordination with sections and roundtables to maximize revenue potential of Association assets

STRATEGIC PLAN 2007-2009

KLA Strategic Planning Task Force

Hans Fischer, Chair; Jane Hatch, Vice Chair Gina Millsap, Carla Kaiser, Laura Loveless, Tim Rogers, Andrew Evans, Susan Moyer, Laura DeBaun, Michelle Swain, Rosanne Siemens.
Margaret Knecht, Recorder
Kansas Library Association April 11, 2007

KLA Mission Statement

The Kansas Library Association is the common bond, public voice, and collective power for the Kansas library community.

KLA Vision Statement

Dynamic libraries and librarians serving all Kansans.

KLA Guiding Principles & Values

• SERVICE TO MEMBERS: We are committed to fostering relationships among members and to providing opportunities to develop professional skills.
• DIVERSITY: We value the diversity of both our membership and the communities we serve. Diversity of ideas, approaches, and perspectives adds to effectiveness, relevance, and growth.
• RESPECT: Mutual respect contributes to a positive foundation for collaboration and achievement.
• ACCESS: Information resources provided by libraries should be equally and equitably accessible to all library users via various and diverse means.
• INTELLECTUAL FREEDOM: Freedom of access to information for all individuals is essential in a free society.
• COLLABORATION: We can best serve our constituencies by working together and pooling resources to achieve mutual goals and address common challenges.
• INNOVATION: We embrace innovative solutions and flexible approaches for the enhancement of library services.

Key Focus Areas

ADVOCACY

• KLA will be the voice for Kansas libraries at the local, state, and federal levels on issues that impact the library community and information access for all Kansans.
• Develop guidelines for Government Affairs Committee operations, including job description for the chair.
• Expand participation in Library Legislative Day in Topeka and in Washington, DC.
• Participate in the annual meetings of the Kansas League of Municipalities and the Kansas Association of Counties.
• Develop advocacy materials for use by KLA members with their constituencies.
• Longer Term Goals
• Fund full-time legislative lobbying position in Topeka in addition to Executive Director.
• Develop constructive dialogue with other advocacy groups supportive of library interests.

EDUCATION

• KLA will facilitate the acquisition of needed skills and expand opportunities for professional development within the library community.
• Identify and prioritize statewide continuing education programs for KLA involvement.
• Promote KLA student membership at three regional library schools.
• Develop materials for use in educating the public regarding library issues.
• Plan and implement a high quality annual conference consistent with KLA educational interests.
• Participate in existing “Current Issues in Librarianship” course at Emporia State University SLIM program.

LONG TERM GOALS

• Review/expand continuing education grant programs.
• Participate in additional current issues in librarianship courses at regional library schools.
• Encourage establishment of networking groups of Kansas librarians.

LEADERSHIP

• KLA will foster the development of current and future Kansas library leaders and take a leadership role in areas of library interest.
• Recognize and celebrate library leadership across the state with annual awards and public recognition.
• Cultivate future leadership from within the membership of KLA through recruitment and training.
• Communicate opportunities for leadership development, both regionally and nationally, to KLA members.
• Assess the feasibility of adding an administration and management interest group to the KLA structure.
• Longer Term Goals
• Investigate KLA’s potential role in the development of a leadership program for the statewide library community.

PARTNERSHIPS

• KLA will develop partnerships to leverage resources, increase visibility, and maximize influence.
• Identify KLA goals for creating partnerships
• Define objectives to be achieved through partnering.
• Identify and prioritize organizations whose mission and goals offer opportunities for partnering.
• Select three organizations and implement partnerships.
• Establish mutually agreeable goals.
• Define respective roles.
• Establish working relationships.
• Longer Term Goals
• Implement additional partnerships.
• Nurture and grow partner relationships.
• Assess and report results of partnerships.

COMMUNICATION

• KLA will use various communication channels to promote and support library issues and interests.
• Develop dynamic web presence.
• Enhance and expand communication to members and potential members.
• Publication of quarterly newsletter.
• Establish membership e-mail list.
• Create one minute speech on the benefits of membership.
• Develop external communications to partners & media outlets
• Create one minute speech on the positive role of libraries in Kansas communities.
• Create media templates for use by members.
• Longer Term Goals
• Investigate membership management software.
• Increase frequency of newsletter.

FINANCIAL DEVELOPMENT

• KLA will develop and maintain the funding necessary to accomplish its goals and implement its mission.
• Establish comprehensive financial policy and procedures to ensure fiscal accountability and transparency.
• Develop comprehensive financial reporting.
• Move KLA accounting to QuickBooks.
• Create clear reports as needed for the association and its subgroups.
• Clarify and communicate the role of the annual conference as a financial support mechanism for KLA.
• Define and create an officer position of treasurer in the KLA governance structure.
• Develop a Financial Plan in alignment with the Strategic Plan.
• Longer Term Goals
• Increase KLA office staffing.
• Revise membership dues structure.
• Increase the financial contribution of the annual conference to KLA.