Strategic Planning Procedure

Governance Policies and Procedures

Policy Number: GO4 | Policy Type: Governance/Procedure | Approval Date: November 2019

Introduction

The Ontario Library Association (OLA) will establish an ongoing strategic planning process by which it translates its mission and values into actionable and measurable goals, strategies, initiatives, and programs. The plan will provide direction for long and short-term decision-making by the Board and Senior Leadership to fulfill the organization’s mission. Annual planning of the Board, Sectors and Committees will be aligned with the Strategic Plan. The annual budget factors in the priorities of the strategic plan.

Responsibilities

Role of the Board

The OLA Strategic Plan is approved by and is the responsibility of the OLA Board. Specifically, board members are responsible for

establishing and reviewing the Association’s mission, vision and monitoring of the progress towards the goals of the Strategic Plan;

accountable for the OLA’s performance in relation to its mission and strategic goals, and

for the effective stewardship of financial and human resources.

The Board will play an active role in the strategic planning process while ensuring it does not usurp management’s responsibilities. The Board will:

Adopt a policy committing the organization to a mission-driven strategic planning process that includes broad inclusion of organizational leadership to create and carry out the Strategic Plan.
Adopt a compelling vision statement for the organization.
Formally approve the strategic plan.
Designate the At Large member priorities for the Strategic Plan prior to September for the election period and update the G3.7 OLA At-Large policy and attached Job Description(s).
Adopt an annual plan (Workplan) for Board, Council, Staff and committee work that focuses on strategic priorities of the organization, and be advised by the Strategic Planning Committee
Allot time on every board meeting agenda for discussion of strategic-level issues. Focus on the critical strategic issues facing the Association and avoid routine operational matters
Monitor progress toward achieving strategic goals and require corrective actions and adjustments as necessary to changing conditions.
Avail itself of education and information to stay abreast of community and environmental trends.
Raise questions and contribute expertise.
Bring insights from and help communicate the achievements of the Workplans and ultimately the Strategic Plan to key stakeholders.

Role of Councils

The Sector’s Elected Council’s will also be responsible for identifying annual actionable workplan objectives which support the Associations meeting of the Strategic Plan. These will be approved by the Board and be part of the annual evaluation process. Specifically,

The Councils are responsible for the tactic level of achievements in the Sector.
Evaluate the current year’s Workplan for achievements and challenges, assess needs for the next year, and develop a Workplan as a legacy document for the incoming Council.
Present their Workplan to the Board in November for approval.
Report achievements and concerns quarterly to the Board, and via the Past President, as needed, through their Board seat.

Role of Senior Staff Team

The Executive Director is delegated the authority to make decisions, implement and manage all operational practices and activities which are within the scope of the Board’s mission, vision, policies, budgets, strategic plan and subject to the Executive Director Responsibilities policy.

As the senior leader of the operations of OLA, the Executive Director will also be responsible for energizing and shepherding the staff to embed the strategies and values of the Strategic Plan into all services, programs and resources.
Engage the Board to fully utilize its experience, expertise and knowledge of community and stakeholder needs
Bring objective analysis and recommendations to the Board for deliberation and decision making
Structure presentations to the Board on strategic topics to allow sufficient time for questions and feedback/guidance
Provide education on industry trends, opportunities and challenges
Review progress on implementation of the strategic plan regularly. Provide to the Board a concise, dashboard-style Strategic Plan Measurement Report showing progress toward the key goals and measures in the strategic plan.

Definitions

Strategic priorities are the focus for the association over the next four years.

Goals are the desired outcomes for each strategic priority.

Objectives include milestones of which a goal is achieved.

Tactics are the means by which each goal and objective will be accomplished annually.

Workplan is the annual workplan of tactics including responsible parties and timelines for each of the Council’s, Board, and Staff.

Strategic Planning Process Framework

Duration of the Strategic Plan:

The typical Strategic Plan will be a four-year plan, beginning in January.

Facilitation of the Process:

Facilitation may be completed internally or externally by a consultant. The OLA Board will strike a Strategic Plan advisory committee comprised of the OLA Executive, Executive Director and Deputy Director to guide the process.
The strategic planning process will include active engagement at all levels of the organization. Consultation to inform the Strategic Plan will include input from:

a). Membership

b). OLA Board and and Sector Councils

c). Advisory Committees, Communities of Practice

d). Partners and stakeholder leaders

e). OLA staff

3. Input may be gathered in a variety of ways:

a). Town halls (in person or virtually)

b). Surveys

c). Individual or small group interviews or focus groups

4. Supporting information may include:

a). Strategic analysis (i.e. SWOT, PEST)

b). Industry reports and benchmarks

c). OLA Annual Reports

Inclusion in the Strategic Plan

Mission, values and vision statements

Environmental factors assessment

Critical assumptions about the future

Measurement indicators

Written, plan that includes:

Long-term vision statement (3 – 5 years)

Guiding principles

Major priorities and goals for the next four years (3 – 5 priorities)

Annual tactics (developed annually as part of the workplan)

Strategic Performance Measurement Report

Work Cycle

The OLA fiscal year is September 1 – August 31; however, to align with the Board term, the Strategic Plan will follow a calendar year. A typically planning year follows:

Development of a New Strategic Plan:

February of the fourth year of the 4-year strategic plan: OLA Board approves the process for the next strategic plan process including budget and timeline.

April: OLA Board approves the workplan for the strategic planning process including committee, with facilitator and/or staff leads. If there are major priority shifts by the Board, the At Large Member Job Description sheets will be amended to be used in the Election Process.

Summer through September: consultation, data gathering, and analysis.

October: first draft of the new strategic plan presented for comments.

November: OLA Board approves the new strategic plan. As well as review all policies which are associated with or impacted by a new Strategic Plan.

January: OLA staff present the Strategic Plan to members and develop year one tactics with Board, Councils and staff.

February: OLA Board will appoint members to the committees and working groups.

Annual Workplan Development:

Every year, the Association will adopt annual tactics to mirror the objectives and goals and make adjustments to the plan based on changing conditions. This process will be completed independently by Councils, Staff and the Board, and will include joint meetings with presidents to discuss how they can work collectively to achieve Objectives. It is expected that staff will be able to accomplish the majority of tactics on schedule. However, with a small staff team, it is anticipated that some modifications to deadlines will occur.

September: OLA staff present the annual workplan (high level goals and tactics).

Quarterly board meeting: staff provide a report on the progress of the strategic plan, annual goals and tactics.

Related Documents

GO6.5 OLA Board At Large Members