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Strategic Plan 2011-2013



Canadian Health Libraries Association  Association des bibliotheques de la santé du Canada

 

Strategic Plan

2011-2013

 
Results of a Strategic Planning Session by the Board of Directors, September 23, 2010

Facilitated by Wayne Glover, CAE

 

 

CHLA/ABSC Vision

An organization’s vision identifies its core reason for existence and needs to stand the test of time.

 

 

“The vision of CHLA/ABSC is to facilitate and enable access to the best available health information and knowledge.”

 

CHLA/ABSC Mission

The mission statement for an organization outlines how the organization intends to achieve the vision.

 

 

“It is the mission of CHLA/ABSC to lead health librarians and information specialists towards excellence through professional development, networking and advocacy.

 

 

 

CHLA/ABSC Strategic Directions

An organization establishes strategic directions to focus energies to achieve its vision and mission, build on the identified strengths and overcome the identified challenges.

 

CHLA/ABSC’ strategic directions were identified as:

 

1.     Professional Development

2.     Information Sharing

3.     Advocacy

4.     Organizational Viability

 

 

 

Professional Development

 

“Create and deliver Continuing Education in a variety of formats.”

 

Information Sharing

 

“Encourage the use of leading edge technologies to share information and knowledge within the profession and outside of it.”

 

Advocacy

 

“Create a plan for advocating for, and promoting the profession.”

 

Organizational Viability

 

“Ensure the viability of the organization.”

 

 

 

 



Analysis of Strengths, Weaknesses, Opportunities and Threats

 

CHLA/ABSC Strengths
  • National organization with chapters nationwide
  • Bilingual
  • Engage members actively and lots of opportunity for members to be involved
  • Members are responsive
  • All sectors are represented in the membership
  • Good communication with the members
  • Very collaborative and dedicated to knowledge transfer
  • The commitment and passion of the leadership
  • The organization can influence health outcomes
  • Well-respected conference
  • The profession is technologically-minded and rapidly adopts new technologies

 

CHLA/ABSC Weaknesses
  • Have not engaged the French community in spite of working to be a bilingual organization
  • A small membership means limited volunteer ability and limited funding
  • Large country with remote areas
  • There is no professional accreditation
  • Poor image with the public; very little public awareness
  • The profession is vulnerable
  • The funding and legislation is provincially-based
  • Libraries tend to be poorly funded

 

CHLA/ABSC Opportunities
  • Can take the lead on member service opportunities and can be creative
  • Increase membership
  • Engage the French community
  • Show value of membership to chapter non-members
  • Work on raising the profile of the profession within the health sciences community
  • Use technology to deliver continuing education
  • Find ways for greater involvement in the health community
  • Collaborate with library sciences programs; assist on curriculum
  • Create a presence at health sciences conferences
  • Explore and expand partnerships with other library associations, perhaps in areas of accreditation
  • Work with health regions
  • Investigate non-dues revenues for the Association

 

CHLA/ABSC Threats
  • Competing organizations for members, funding and volunteers
  • Continuing viability of libraries because of downsizing and open access
  • Perception that libraries aren’t needed because everything is onlineVolunteer burnout



Performance Indicators

There are many ways that organizations measure their achievement of meeting their strategic directions and the impact on the vision and mission.  Here are three ways that CHLA/ABSC may like to use to evaluate its performance:

 

Financial Health Indicators
  • Financial viability
  • Compliance with annual budget

 

 

Organizational Health Indicators
  • Progress on Operational Plan
  • Evaluations from Continuing Education sessions and annual conference

 

 

Effectiveness Indicators
  • Increase in membership
  • Increase in number of people going to the CE sessions
  • Increase in attendance at annual conference

 

 

 

  • By Susan Powelson at Jun 28 2008 - 9:52am