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Strategic Plan

Strategic Plan

Action-taking plan in high priority areas of action that require the Board of Directors' attention because of significant and meaningful impact on our ability to deliver on our mission.

Process

  • Develop:
    • Up to 5 Strategic Goals addressing high priority area-of-actions
    • Associated Strategies for each strategic goal
    • Associated Objectives for each strategy
    • Metrics for each objective
  • Rolling 3-year plan, updated each year at May Board of Directors meeting (with achieved or no longer strategic goals rolling off, and new goals rolling on)
  • Formal review of achievement of the plan every 6 months (May and November Board of Directors meetings)
  • Communication to the community on status of plan, every 6 month

Goal: Education

Created February 2015 - expected completion by May 2019

Goal: Strengthen MLA’s educational curriculum and offerings by revising MLA competencies for success, developing plan to roll-out education offerings, selecting LMS, creating content, and developing and implementing a marketing plan

in order to:

  1. Position MLA as the go-to education resource for health information professionals
  2. Foster excellence in the professional practice and leadership of health sciences library and information professionals
  3. Grow revenue outside of membership and annual meeting

Goal: MLA Technology

Created February 2015- expected completion by May 2018

Goal: Rationalize and transform MLA information and communication systems by migrating MLA headquarter internal systems to a solution that enhances staff collaboration and efficiency, migrating the current association management system and website (MLANET), section websites, blogs, email and discussion lists and other resources to a single association platform with robust community features, evaluate MLA meeting-related systems, and evaluate MLA educational delivery systems,

in order to:

  1. Improve user experience and access to information by members, customers, and the public on their preferred platform and devices
  2. Grow community interactions
  3. Provide an efficient seamless experience, and consistent MLA brand—for MLA and its chapters, sections, and SIGs—currently executed across multiple and disparate websites and communication channels
  4. Place MLA at the forefront of electronic content delivery
  5. Better utilize MLA resources to achieve strategic objectives

Goal: Research

Created May 2015 - expected completion by May 2018

Goal: Support and advance health information research and evidence-based practices in healthcare by developing and implementing strategies to improve the research skills and competencies of health sciences librarians, grow the body of health information knowledge, provide better access to research that supports evidence-based practice, and advocate to employers, members, and the public the value, impact, and benefits of health sciences libraries and librarians

in order to:

  1. Positively impact institutional and stakeholder outcomes, such as impacts on clinical care, student learning, and scientific research
  2. Improve the quality of health information services through the use, creation, and application of evidence in daily practice and processes
  3. Foster a culture of employer support for evidence-based practice, assessment, and related research
  4. Position MLA as the voice for evidence-based practice and matters related to research and statistics about health sciences libraries and librarians.

Goal: Communities (Sections and SIGs)

Created May 2017 - expected completion by May 2019

Strengthen MLA’s member communities (Sections and SIGs) by analyzing and recommending changes in the areas of community architecture and roles, member leadership development, content and education, and marketing in order to:

  1. increase the relevance, effectiveness and value of MLA Sections and SIGs to members;
  2. empower MLA members at the grassroots level;
  3. better support MLA programs;
  4. maximize the value, use and visibility of member content;
  5. reduce administrative complexity; and
  6. attract more members.

Goal: Diversity and Inclusion

Created May 2017 - expected completion by May 2019

Evaluate and improve MLA practices as they relate to diversity and inclusion within MLA in areas such as:

  • MLA defining documents, including vision, mission, values, and code of ethics statements;
  • MLA publications, including the Journal of the Medical Library Association and MLA News;
  • MLA programs, including the annual meeting, education, and credentialing;
  • formulating position statements, including scope of issues and processes;
  • engaging members in a constructive discourse on sensitive issues;
  • encouraging a diverse audience to participate in MLA leadership

in order to:

  1. build activities and programs that create and sustain diverse, inclusive, and welcoming cultures and practices;
  2. ensure that members, volunteers, and staff have a high-level of awareness of issues related to diversity and inclusion;
  3. ensure that what we do as an organization, and how we do it, reflects the essential values of diversity and inclusion;
  4. attract a diverse community of members that reflects the diversity of the profession and those we serve;
  5. apply the best practices of professional associations with regard to diversity and inclusion.

Completed Goal: What MLA Does

Created February 2015 - completed May 2017

Rationalize MLA programs and services, and streamline and clarify organizational structure in the areas of audience definition, MLA Sections and SIGs, Annual Meeting activities, publications, international presence, headquarters and governance,

in order to:

  1. focus on programs that are strategic and relevant to members and customers and a good use of MLA resources; improve or eliminate programs that are not and introduce programs that are;
  2. speed up decision making and execution;
  3. improve MLA financial health (or avoid a deterioration of financial health).

See how we are doing: check out our blog.
Members click here for the May 2017 annual report which includes update on the strategic plan execution.