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| − | '''ASCLA Board of Directors, 2008'''
| + | The plan can be downloaded in Word format here: |
| − | '''ASCLA Three-Year Business Plan'''
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| − | '''FY 2007 - 2010'''
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| − | # '''Executive Summary '''
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| − | ## Objectives of Plan
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| − | * Promote ASCLA through programs, services, and publications as the foremost organization for state library agency personnel, multitype librarians, librarians serving special populations and independent library consultants.
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| − | * Increase net membership by 5% by 2010
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| − | * Improve retention rate from 84% to 86%
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| − | * Develop and offer three Web CE courses (that earn 20% over expenses) by 2010
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| − | * Publish three new products by 2010
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| − | * Annually offer one preconference that earns 20% over expenses
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| − | * Continue to remain eligible for ALA subsidy
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| − | * Increase staff FTE from 1 to 1.5 by 2010
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| − | * Promote ElementK and other Web CE offerings
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| − | ## Mission and Vision
| + | [http://ascla.ala.org/media/businessplan0710.doc http://ascla.ala.org/media/businessplan0710.doc] |
| − | '''Mission:''' ASCLA enhances the effectiveness of library service by providing high quality networking, enrichment and educational opportunities for its diverse members, who represent state library agencies, libraries serving special populations, multitype library organizations and independent librarians.''' '''
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| − | '''Vision:''' ASCLA is known as a dynamic organization that supports and engages its membership through: Preparing members for positions of''' leadership''' by providing them with consulting, facilitating, presenting and coaching knowledge and skills; Providing high quality '''continuing education''' programs; Providing leadership within ALA for making library services '''accessible''' to all; Promoting a lifetime of '''career opportunities and support; ''' Taking a leading role in the development of '''standards and guidelines''' to meet the information needs of people with historically limited access to library services and materials; Using cutting edge '''technologies and services''' to provide educational and networking opportunities; Providing '''leadership within ALA''' on emerging issues and trends; '''Collaborating''' with other units of ALA and other similarly aligned national organizations; Developing opportunities for '''research and publishing''' projects for members.
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| − | ## Keys to Success
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| − | * Support and endorsement by the ASCLA Board of Directors and division and section leaders.
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| − | * Commitment by Division leaders to focus energies on developing quality products.
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| − | * Willingness by member leaders to discontinue activities that do not contribute to the financial health of the association.
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| − | * Recognition by Division leaders that staff support will be minimal until division can develop a viable stable of products and services to recruit and retain members.
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| − | # '''Products, Services and Member Benefits
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| − | '''ASCLA offers members the following benefits: publications, professional development, standards, awards, networking opportunities, and advocacy.
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| − | Product and Service Description
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| − | * Publications: ''Interface, ''a quarterly newsletter; 9 publications in-print
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| − | * Professional development: Members receive discounts on registration for attendance at our preconferences and Web CE courses. ASCLA also offers a minimum of 5 programs at each ALA Annual Conference.
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| − | * Standards: ASCLA establishes standards for state libraries, prison libraries, and library services for people with disabilities.
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| − | * Awards: ASCLA recognizes excellence in the profession by sponsoring 6 awards and one scholarship.
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| − | * Networking opportunities: ASCLA offers a network for members with specialized responsibilities to share common issues and interests.
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| − | * Advocate: ASCLA serves as an advocate in two major areas: people with disabilities and LSTA. To advocate for people with disabilities, ASCLA sponsors the Accessibility Assembly, member forums, and Century Scholarship, and drafts standards and guidelines for library services for people with disabilities and policy statements for the profession. ASCLA\’s advocacy for LSTA has resulted in millions of dollars for library programs nation-wide. ASCLA\’s work in these areas benefits the entire profession.
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| − | ## Competitive Comparison
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| − | Of the six major benefits/product areas that ASCLA offers, we face major competition in three: publications, professional development and networking. In the area of publications, our competitors are library book and periodical publishers. In professional development, our competitors are independent contractors, state library associations, library networks, and other ALA units. For networking opportunities, our competitors are the state library associations and specialized library networks and associations (e.g., NLS network librarians, COSLA).
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| − | ## Future Products and Services
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| − | ASCLA will develop new Web CE courses, investigate developing courses for the ALA/APA certification program, and develop three new products by 2010.
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| − | ## Roles of Other ALA Units
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| − | ASCLA will work closely with the ITTS staff to implement new electronic services. ASCLA will work closely with the ORS staff on the IMLS funded study of cooperatives.
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| − | # '''Market Analysis Summary'''
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| − | ## Market Segmentation
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| − | ### Analysis of current ASCLA Membership
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| − | {|
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| − | =Where they work=||
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| − | ==Position they hold==||
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| − | ==What they do==||
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| − | ==Divisions they join==||
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| − | ==Years in ALA==
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| − | |Gov/state libs.: 25%
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| − | academic: 23%
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| − | coop. networks: 16%
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| − | public: 13%
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| − | business/corporate: 5%
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| − | retired: 3%
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| − | association: 3%
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| − | other: 10%||administrator: 27%
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| − | librarian: 16%
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| − | student: 12%
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| − | supervisor: 9%
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| − | consultant: 5%
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| − | coordinator: 4%
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| − | other: 27%||administration: 31%
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| − | library school student: 17%
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| − | consultant: 9%
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| − | other lib. work: 8%
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| − | retired, unemployed: 6%
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| − | reference: 6%
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| − | networks: 4%
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| − | youth services: 4%
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| − | other: 16%||PLA: 47.78%
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| − | LAMA: 38.76%
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| − | LITA: 33.84%
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| − | RUSA: 35.48%
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| − | ACRL: 32.79%
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| − | ALCTS: 29.86%
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| − | Only ASCLA: 27.11%
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| − | ALSC: 23.77%
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| − | AASL: 23.65%
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| − | YALSA: 23.89%
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| − | ALTA: 17.92%||1-5: 20.8%
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| − | 6-10: 17.3%
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| − | 11-15: 17.7%
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| − | 16-20: 16.1%
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| − | 21-25: 10.0%
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| − | +26: 18.1%
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| − | |-
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| − | |}
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| − | ### Analysis of potential market (based on data from Market Data Retrieval, COSLA, ALA member database or \*best estimate)
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| − | Professional staff:
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| − | {|
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| − | |Where they work||% who are ASCLA members ||Recruitment potential
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| − | |state agency: 600
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| − | \*academic: 400
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| − | systems/networks: 580
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| − | public: 1,156
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| − | consultants: 1,172
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| − | <u>\*other: 800 </u>
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| − | TOTAL universe: 4,708 ||state agency: 35%
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| − | academic: 45%
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| − | systems/networks: 13%
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| − | public: 13%
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| − | consultants: 13%
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| − | <u>\*other: 3% </u>
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| − | ASCLA\’s market share: 16%||state agency: 355
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| − | academic: 222
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| − | systems/networks: 507
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| − | public: 1,010
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| − | consultants: 1,024
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| − | <u>\*other: 775</u>
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| − | Potential new members: 3,927
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| − | |}
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| − | ## Target Market Segment Strategy
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| − | ### Market Needs
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| − | Continuing education, career advancement and personal recognition, practical on-the-job information, networking opportunities, advocacy for profession, and 24/7 delivery of services.
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| − | ### Market Trends
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| − | Aging of the profession (the number one reason people do not rejoin ASCLA is because they are retired); inability to travel; can not get time off work; diversity of profession.
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| − | ### Market Growth
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| − | Groups that have the best potential for growth are LIS students, support staff, and librarians from multitype and single type library cooperatives, independent consultants, NLS network librarians, and librarians working in literacy programs.
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| − | ## Industry Analysis
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| − | ### Main Competitors
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| − | As a type-of-library division, ASCLA competes with type-of-library and other type-of-activity divisions for members. The chart in 3.1.1 shows the overlap in membership and indicates that our top five competitors among the ALA divisions are PLA, LAMA, LITA, RUSA and ACRL. Another competitor is ALA itself. We know that there are 1,172 ALA members who are consultants, but only 103 have joined ASCLA. State library associations and specialized library networks are also competitors.
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| − | # '''Strategy and Implementation Summary'''
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| − | ## Value Proposition
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| − | ASCLA is the foremost organization for state library agency personnel, multitype librarians, librarians serving special populations and independent library consultants.
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| − | ## Competitive Edge
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| − | We are the only national organization that brings 900 librarians and information professionals together to improve the provision of library services for people with disabilities.
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| − | ## Marketing Strategy
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| − | ### Positioning Statements
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| − | For the ASCLA member: we have what you need, when you need it, and will deliver it efficiently and effectively at a reasonable price.
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| − | ### Pricing Strategy
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| − | For membership: Continue discount for student and retired members
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| − | For publications: Develop pricing structure for electronic products.
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| − | ### Promotion Strategy
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| − | Conduct direct mail marketing initiatives each year
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| − | ====Develop products and services that are needed by profession====
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| − | Extend life of activities (e.g. Annual Conference program) by converting them into Web CE courses and/or publications
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| − | Develop membership promotion tools that current members can use for recruitment efforts
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| − | ## Recruitment Strategy
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| − | ### Forecast
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| − | The outlook for recruitment is promising, as indicated in the discussion of the potential universe in section 3.1.2. Our goal is to increase membership by a net of 5%.
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| − | ### Programs
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| − | We will use a combination of direct mail, Web and e-mail marketing to reach new markets. We will develop member recruitment tools that current members can use for recruitment efforts.
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| − | ## Strategic Alliances
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| − | ASCLA may want to form alliances with the five divisions where we have the most overlap in membership: PLA, LAMA, LITA, RUSA and ACRL. ASCLA should also look at ways to ally with the three youth divisions. ASCLA will also want to consider strategic alliances with COSLA, state library associations, state agencies and organizations advocating for the needs for special populations.
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| − | ## Milestones
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| − | * Increased membership by a net of 5% by 2010
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| − | * Increased retention rate from 84% to 86%
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| − | * Developed three Web CE courses
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| − | * Earned revenue from the sale of ElementK pass words
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| − | * Developed one preconference each year
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| − | * Developed a database for library cooperatives by 2008
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| − | * Published at least three new products by 2010
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| − | # '''Management Summary'''
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| − | ## Organizational Structure
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| − | The ASCLA Board of Directors is responsible for the successful accomplishment of this plan.
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| − | ## Management Team
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| − | ASCLA has 1 staff FTE. This is .25% of the executive director and the Web program officer and .50% of the program coordinator. 1FTE can only provide a minimal amount of support to the division. By necessity, this means that if this plan is to be successful, member leaders must shoulder a large part of the load.
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| − | # '''Financial Plan'''
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| − | ## Important Assumptions
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| − | * Development of new products for members, for example, Web CE courses, books and standards, the library cooperatives database, and other multimedia products
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| − | * Contribution of time and travel associated with the survey of library cooperatives
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| − | * Membership recruitment and retention will be a priority of division leaders.
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| − | * Development and maintenance of the Web site that complies with Section 508 and contains current and relevant information
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| − | # '''Impact on Operations
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| − | '''The plans discussed here should not have adverse impact on ALA operations.
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| − | # '''Tools for Measurement and Evaluation'''
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| − | * Membership campaigns will be coded so their effectiveness can be measured.
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| − | * Alternate delivery methods will be tested to identify effectiveness.
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| − | * Alternate recruitment messages will be tested.
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| − | * Success in meeting target levels will be the ultimate tool for evaluation.
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| − | Updated: November 14, 2006
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