ULA Strategic Plan 2022 – 2025
Utah Library Association helps our state’s libraries thrive. Presently, Utah libraries face unprecedented challenges. To combat misinformation, cultural division, and the negative effects of the COVID-19 pandemic, libraries require new and robust initiatives. Through the strategic planning process, ULA is aligning its resources with the urgent needs of its members.
The Utah Library Association (ULA) initiated a strategic planning process in August 2021 to develop a visionary plan to guide the association over the next 3-5 years.
ULA formed a Planning Team to guide this process and engaged Amanda E. Standerfer from Fast Forward Libraries as a facilitator and consultant. Members of the Planning Team included:
• Marissa Bischoff, President Elect
• Peter Bromberg, Advocacy Co-Chair
• Emily Bullough, Member-at-large
• Rita Christensen, President
• Mindy Hale, Executive Director
• Patrick Hoecherl, Public Section Head
• Daniel Mauchley, Past-President
• Milan Pohontsch, Genealogy Round Table Chair
• Cristina Reyes, Diversity Round Table Chair
We are the heart of our profession, circulating knowledge and creating connections.
ULA cultivates professional development, connection, and inclusivity to promote strong Utah libraries.
STRATEGIC DIRECTION ONE
Advocacy is vital to strengthening Utah’s libraries and to ensuring all Utahns access to quality information and technology.
STRATEGIC DIRECTION TWO
Outreach & Engagement enrich the ULA community with new voices, more opportunities, and greater impact.
STRATEGIC DIRECTION THREE
Education & Leadership provide a strong foundation for ULA members’ professional growth and community impact.
STRATEGIC DIRECTION FOUR
Equity, Diversity, & Inclusion needs to permeate all aspects of the library profession and its institutions.
STRATEGIC DIRECTION FIVE
Organizational Health fuels ULA’s ability to serve its members and the state of Utah.
Growing Together. After this plan is adopted by the Board, the Planning Team will complete an activity plan to guide implementation under the direction of the Board with involvement from the membership. Implementation is a continual process. The timing of certain activities will be determined by priority and influenced by various factors, such as funding and staffing. Review and adjustment of the activity plan will happen on a regular
Evaluation of the plan will be ongoing once the plan implementation is underway. Measurements for each goal will vary, and some activities will be best evaluated by collecting data through member surveys at regular intervals. Other activities will be evaluated based on factors like legislative impact, organizational growth, and leadership diversity. Some goals will be met by creating deliverables, like trainings and advocacy toolkits. Continued reporting of successes and challenges will ensure that ULA is transparent about progress and open to member feedback.
ULA commits to a comprehensive review and update of this plan at its completion. This plan will move ULA significantly forward by guiding next steps on plans for successful advocacy, deep member engagement, effective training, inclusive practices, and organizational growth. This plan is an investment in the future of ULA as an essential resource to the library profession.