Indiana Library Federation

Transcription

1 Calls with Leaders of the Indiana Library Federation Leader Call 1: Status Update and 2016 Work Plan Nov. 1, 2016, 3pm ET/2pmCT

2 On behalf of the ILF Board, thank you! Robyn Young, ILF Board President David Peter, ILF Board Vice President

3 About ILF ILF dates back to 1891 Celebrate Associations and Mergers Indiana Public Library Association (IPLA) Indiana Library Trustee Association (ILTA) Indiana Academic Library Association (IALA) Association of Indiana School Library Educators (AISLE) ILF Endowment Institutional and Personal Memberships Academic libraries Public libraries School libraries Special libraries Friends groups Trustees of public libraries Affiliates, vendors, etc.

4 The Aspirations Tool Aspirations What are your aspirations for ILF and for the library community? Challenges What challenges do you see for ILF and for the library community? Changes - What changes or new conditions would be needed in order to achieve your aspirations and/or to overcome the challenges?

5 Aspirations, Challenges and Changes for ILF Aspirations ILF should be THE Voice for all Libraries and the people who work in them ILF should be proactive in legislative work and collaborations ILF should be the place for library staff to turn for expertise, top training and networking Challenges Apathy in field; library staff who don t see value in ILF Structure of organization (affiliations, cross-sector) Public perceptions about libraries and library staff Changes Governance longer board terms, role clarity, clear structure Communications both internal and external More proactive approach to work

6 Five priority areas of Work Plan for Improve office infrastructure and processes 2. Plan for changes to ILF s legal organizing documents (articles and by-laws) and governance structure 3. Engage members and initiate strategic planning 4. Initiate comprehensive training/meeting/conferencing/ professional development plan 5. Improve internal and external communications, transparency and accountability

7 Mission and Values Our big goals will: Be driven by Mission and based in core values about service to all, an educational culture, high quality programming; balance of local and statewide needs. Focus on elevating libraries and the people who work in them from an aspirational approach. Balance being both strategic and opportunistic, with a long-term approach even if one library group benefits today (opportunistic) so that all will benefit in the long-term (strategic). Note that many members expressed the desire to be more proactive than reactive. Long-term, aspirational goals will likely involve strengthening the membership, diversifying ILF funding, showing value of ILF for members, providing a strong voice for libraries and the people who work in them with a clear message proposition, advancing or increasing resources for libraries, advocating that all Hoosiers have equitable access to quality library services for lifelong learning.

8 Five priority areas of Work Plan for Improve office infrastructure and processes 2. Plan for changes to ILF s legal organizing documents (articles and by-laws) and governance structure 3. Engage members and initiate strategic planning 4. Initiate comprehensive training/meeting/conferencing/ professional development plan 5. Improve internal and external communications, transparency and accountability

9 1. A Stable Office Infrastructure includes: An ILF Employee Handbook that is revised to remove inconsistencies and legal liabilities and to align with the ILF work of the future. Contracts (conferences, speakers, independent consultants) that are legal, consistent and maintained in files. Increased staff capacity with staff, consultants, volunteers and student interns within current staffing budget, with professional development. Appropriate Information Technology infrastructure. A stable budget, where operations are within budget constraints, cost areas are functionalized, budget deficit is closed by FY 17 yearend, travel and reimbursement policies are clarified, internal controls are present and communicated, Financial Policies and Procedures are updated and aligned Identification of ILF Core Services where activities, costs and outcomes are tracked and reported. Time study for staff. OTHER - Miscellaneous administrative tasks may update to state and federal registrations; review office lease that expires in 2017; recycle old office equipment; review of office vendors; explore ways to clear out inventory; revise processes for small-dollar-order processing.

10 2. A Plan for ILF Organizing Documents and Governance Structure includes: Identification of liability areas, core provisions that must be preserved or that may be changed New Board meeting format to increase mission-related discussion Changes to how committees and divisions relate to ILF office and Board of Directors so that 1) executive board authorizations and approvals are conducted properly, and 2) committees and divisions are acting in alignment with ILF goals and 2016 work plan An updated Leadership Notebook Consideration for all types of members and institutions in the revisions, even if full representation is not possible in drafting process of new documents. Draft revisions to Articles of Incorporations, By-Laws and Standing Rules. OTHER - Specific recommendations: longer and staggered board terms; consideration of removing formalities for units and divisions; consideration for reducing number of committees and creating a direct relationship with the Board; consideration of comprehensive review of awards and scholarships and processes.

11 3. The foundation for engaged members and an initiated strategic planning process includes: Multiple opportunities for two-way communications between the ILF Office and members. Participation in surveys that provide meaningful information. Scheduled and publicized opportunities for engagement within and across Associations, Committees and Divisions. A retiree group to provide institutional memory and to mentor new library staff. A more formalized structure to support volunteers within ILF. A proactive approach to legislative and administrative advocacy that focuses on advancing libraries and librarianship more comprehensively. Identification of strategic planning format, process, and consultants, if needed. Exploration and testing of use of technology to engage more members in processes.

12 4. A comprehensive training/meeting/conferencing/ professional development plan includes: Clarity of purpose for different types of events, where we specify the intent of quality content for educational units for LEUs/PGPs, best practice sharing, peer networking or speakers who are inspirational or educational. Clarity of roles, where the ILF staff will provide the support for event management and the volunteers will provide their preferences and feedback. One- to two-year comprehensive calendar of activities where all types of libraries and specialties are considered and planned for maximum coverage, minimum duplication and cost-effective use of resources. Identification of opportunities for collaboration with other organizations that provide professional development and training to ensure that collective resources are maximized and gaps are filled.

13 What s New in PD and Conferencing? Aligned with ILF Mission How does this professional development opportunity advance libraries or the people who work in them? How is it aligned with other ILF programs? Support for Volunteers ILF staff coordinates volunteer activity, where ILF staff manages all financial, legal and logistics and volunteers drive content, location, audience. Principles for PD and Conferencing Member Benefit To what extent does it benefit members? How many members? How well are we reaching each type of member and library? Quality Content and Speakers How do we assess? (a rubric?) How to balance core with innovation and our niche? Business Model How are PD/conferences revenue-neutral including admin so that ILF may advance mission? Partnerships More cross-library and cross-sector work; more coordination with partners to maximize resources. Goal: add cohort approach Knowing that behaviors change over time and with ongoing effort, ILF will explore resources to support cohorts. First ideas are for trainthe-trainer (becoming a better trainer), strategic planning, management and community engagement.

14 5. An initial communications plan will include a focus on internal and external communications: Internal communications for members to deepen relationships and to increase trust and value. Updated website with accurate and easier-to-find information. Regular executive director communications to members ILF Annual Report released in fall or at Annual Conference. Review of social media uses and integration with internal and external strategies. Pilot of electronic newsletter, perhaps to transition Focus to e-news. Pilot of embedding short video on website and in e-news. Pilot one-page e-newsletter for Trustees and Friends groups. Message tools and templates for members to participate in external communications. External communications beyond members where ILF is the voice for libraries and the people who work in them. Public-facing home page with simple messages about value of libraries. Regular calendar and content schedule for release of media releases. Adapt ALA s Libraries Transform message campaign specific for Indiana (Board voted 10/5). Stakeholder messages for their engagement in resource development, public policy, and advocacy to serve as champions for libraries. Exploration of collaborative opportunities with key stakeholders and potential partners

15 What s New in Communications? From this To this Brochure-style website Focus in PDF External messaging via social media only Mobile-enabled, user- and disability-friendly Clickable E-news, w/targeted messaging Comprehensive messaging strategy, adapting ALA s Libraries Transform for Indiana

16 Help us with the Work Plan to build a better future 1. Improve office infrastructure and processes 2. Plan for changes to ILF s legal organizing documents (articles and by-laws) and governance structure 3. Engage members and initiate strategic planning 4. Initiate comprehensive training/meeting/conferencing/ professional development plan 5. Improve internal and external communications, transparency and accountability The Work Plan will lay the foundation for Visioning the Future for ILF.

17 ILF Leadership Board Comprised of Executive Board (6 officers), 2 representatives each from IPLA, AISLE, IALA, ILTA and 2 at large reps. Ex-officio includes Executive Director, ALA Councilor, State Library and Historical/Library Board. 11 Committees Archives; Awards, Honors and Scholarships; Budget and Financial Development; Insurance and Benefits; Intellectual Freedom; Legislative; Membership; Nominating; Personnel; Publications/Communications 4 Associations IPLA, AISLE, IALA, ILTA 14 Divisions Children and Young People s (CYPD); Community Outreach; Distance Learning; Instruction and Education; Inter Library Loan/Circulation (ILL/Circ); Management; Marketing; Media Resources; Reference; Small and Medium Sized Libraries (SAMS); Special Librarians; Support Staff; Tech Services; Young Professionals 8 Districts 8 districts, with membership ranging from 87 to 349 in a district and district conferences ranging from 35 to 179 in attendance Others Friends, Affiliates, retirees, students for Assoc, Cmtes, Div and Unit reports

18 Next Steps and how to get involved Two-Way Communications Communications from the Board and the Executive Director. We are listening to your aspirations, concerns and feedback. Help us communicate the direction with the members in your associations, divisions and districts. Coordinate your activities with ILF office. Engagement opportunities ILF Conference and Division Roundtables Surveys, meetings, conference calls and online meetings, visits Strategic Visioning for the future of Indiana s libraries - Calls on Dec. 14 and Jan. 11. Recorded sessions will available for detail. Leadership retreat in January to create framework for strategic plan District meetings or sessions at conference on Visioning for Future Using input from members, Board to approve a strategic plan in summer 2017

19 Questions, Clarifications, Feedback? Thank you!