Background Information: The Board of Directors shall approve the performance objectives of the executive director at the October 2002 Board meeting. Prior to the October meeting, it is customary for the AOOC to review and revise the objectives, as appropriate, with the executive director. A set of performance objectives was presented to and discussed with the AOOC at the fall meeting. The strategic plan, executive director evaluation, and business plans shall serve as the basis for setting the objectives.

At the request of the Board of Directors, a timeline has been added to create greater accountability.

The Executive Director is responsible for the implementation of Board policy and practices and works to: (1) achieve the strategic plan and objectives of the Association, (2) broaden the Association's influence as an authoritative educational institution, (3) increase the Association's membership, and (4) cultivate and maintain contacts that will serve as resources for the Association in the development and funding of programs.

Since the Executive Director is designated to develop the annual program plan and provide specific direction toward achieving SLA's strategic goals, the following plan is put forth to ensure the growth and success of the Association.

Objectives

Communications

To improve formal communications with SLA constituents, establish by December 31, 2002 the following:

Semi-monthly email to the Board to include an update regarding objectives and relevant operational information that will assist the Board in making informed decisions.
At least once a month, forward to the Board a draft of BOARD.COMmunicate that fosters greater communication and connection between the Board and the membership.
Monthly conference calls with the Board to discuss strategic initiatives, share pertinent information, and foster cohesiveness. [These meetings may be declined by the Board in the months that contain an in-person meeting of the Board.]
At in person meetings of the Board, set aside an informal discussion period to discuss strategic initiatives, performance, and operational issues.
At least once a month, distribute SLA.COMmunicate to the membership to highlight SLA activities, industry news, and interesting information related to management and professional and personal growth.
Initiate a quarterly discussion group of the executive directors of related and like-minded organizations (including but not limited to ALA, MLA, ARL, AALL, ASAE, and GWSAE) to discuss key activities, partnership opportunities, revenue/cost sharing, and legislative strategies.
Establish a monthly message to be included in LEADERS.COM to encourage, invigorate, and applaud leadership in SLA and to solicit information regarding unit programs and activities which can be promoted through SLA’s marketing activities.
In addition to activity-specific press releases, develop and distribute a monthly press release summarizing SLA’s strategic initiatives and the value of the information professional/special librarian. The target audience for these press releases will be organizations with larger, more generalized readerships and listeners than the traditional library press.

To maximize the exposure related the New York annual conference, by June 2003:

Hold three press conferences to promote the profession, the speakers, and the content of the conference.
Engage and partner with the public relations departments of our vendor/exhibitor/NY chapter member companies to encourage the development and distribution of joint press releases to promote the value of the profession.

Internal Operations

To foster and support the strategic initiatives of the organization, the follow functions require specific executive attention in the coming year:

On an ongoing basis, foster a baseline technology infrastructure at SLA headquarters by implementing basic and reliable functionality among HQ staff, SLA units, and customers/constituents, maximizing e-commerce and the online delivery of programs and services.
By October 2002, develop a budget that is realistic and flexible in today’s economic framework, striving for at least break-even performance, and by December 31, 2003 make adjustments as appropriate to attain this break-even/surplus position.
By January 2003, develop a specific action plan for a cost-effective and feasible relocation plan for the SLA headquarters.
On an ongoing basis, develop and maintain a staff plan that employs and promotes competence, flexibility, and creativity in developing and delivering products and services to an expanding constituency.
On an ongoing basic, assist in the streamlining of SLA’s governance structure by working with Association counsel and the Board of Directors to implement the bylaws as approved by the membership, review governance processes, and recommend changes where appropriate. By November 1, 2002, develop a communiqué to the units and to the membership regarding the bylaws revision outcome and how the changes, if any, will affect the organization.

Membership Development

To retain and recruit members, an emphasis shall be placed on (1) collecting input on the current and future relevance of the Association to professional needs and interests and (2) developing and implementing programs and services reflective of the input.

On a quarterly basis, seek input from current and prospective customers through the use of polling and focus groups; visiting (in person or virtually) leaders, members, units, and corporate partners; and by participating in various meetings and conferences sponsored by professional and trade associations, vendors, and educational institutions.
On an ongoing basis, work toward changing SLA’s orientation from a US-based association to one that is non-national by pursuing initiatives and alliances that are global in nature and are directed at global rather than national constituencies and issues.
By December 31, 2003 oversee the logistical rollout of SLA’s branding initiative by developing detailed business and communication plans thereof.
By February 1, 2003, develop a series of creative advertisements and press releases that reflect the talents and value of the information professional/special librarian and ensure placement by June 1, 2003.
By January 1, 2003 develop a professional development program of unique and valuable learning opportunities for members and constituents that matches “best format for content” and considers time constraints and financial abilities of target markets.
By June 2003, serve as an active participant in reinventing the SLA annual conference experience by initiating new methods of program development and delivery, and promoting new learning opportunities for both physical and virtual conference participants.
By June 2003, create a knowledge exchange that is a role model for members, constituents, and professional associations by instituting and working with best practices and reporting (sharing) experiences.
By January 1, 2003 develop and launch a marketing plan (print and electronic) for SLA’s programs and activities that includes a year-at-a-glance calendar; general and targeted promotional materials at least two months prior to each event; and separate marketing kits geared toward both membership recruitment and retention and toward increased non-member participation.
By January 1, 2003 and on an ongoing basis thereafter, develop marketing campaigns and advertisements with the units to showcase the depth of programming and expertise within SLA.

Public Policy

On an ongoing basis, define SLA’s role in public policy making by participating in existing coalitions and exploring new ones and by developing guidelines for issue impact and advocacy.
On an ongoing basis, take an active role in the development of accreditation guidelines and processes for academic programs aimed at educating information professionals by representing SLA’s interests and points of view to credentialing entities (like, but not necessarily limited to, the COA of ALA).
On an ongoing basis, develop and implement a plan for SLA to have voice-recognition in areas of public policy, regulation, and standard setting on a national (US) and international basis by being appointed or facilitating having an SLA representative appointed to various advisory councils and task forces.

Objective	November 2002	December 2002	January 2003	February 2003	March 2003	April 2003	May 2003	June 2003	July 2003	August 2003	September 2003	October 2003
Communications:
(1) To improve formal communications with SLA constituents, establish by December 31, 2002 the following:
(a) Semi-monthly email to the Board to include an update regarding objectives and relevant operational information that will assist the Board in making informed decisions.	¨¨	¨¨	¨¨	¨¨	¨¨	¨¨	¨¨	¨¨	¨¨	¨¨	¨¨	¨¨
(b) At least once a month, forward to the Board a draft of BOARD.COMmunicate that fosters greater communication and connection between the Board and the membership.	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨
(c) Monthly conference calls with the Board to discuss strategic initiatives, share pertinent information, and foster cohesiveness. [These meetings may be declined by the Board in the months that contain an in-person meeting of the Board.]	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨
(d) At in person meetings of the Board, set aside an informal discussion period to discuss strategic initiatives, performance, and operational issues.			¨					¨				¨
(e) At least once a month, distribute SLA.COMmunicate to the membership to highlight SLA activities, industry news, and interesting information related to management and professional and personal growth.	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨
(f) Initiate a quarterly discussion group of the executive directors of related and like-minded organizations (including but not limited to ALA, MLA, ARL, AALL, ASAE, and GWSAE) to discuss key activities, partnership opportunities, revenue/cost sharing, and legislative strategies.		¨			¨			¨			¨
(g) Establish a monthly message to be included in LEADERS.COM to encourage, invigorate, and applaud leadership in SLA and to solicit information regarding unit programs and activities which can be promoted through SLA’s marketing activities.	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨
(h) In addition to activity-specific press releases, develop and distribute a monthly press release summarizing SLA’s strategic initiatives and the value of the information professional/special librarian. The target audience for these press releases will be organizations with larger, more generalized readerships and listeners than the traditional library press.	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨
(2) To maximize the exposure related the New York annual conference, by June 2003:
(a) Hold three press conferences to promote the profession, the speakers, and the content of the conference.
(b) Engage and partner with the public relations departments of our vendor/exhibitor/NY chapter member companies to encourage the development and distribution of joint press releases to promote the value of the profession.								¨
Internal Operations:
(3) To foster and support the strategic initiatives of the organization, the follow functions require specific executive attention in the coming year:
(a) On an ongoing basis, foster a baseline technology infrastructure at SLA headquarters by implementing basic and reliable functionality among HQ staff, SLA units, and customers/constituents, maximizing e-commerce and the online delivery of programs and services.	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨
(b) By October 2002, develop a budget that is realistic and flexible in today’s economic framework, striving for at least break-even performance, and by December 31, 2003 make adjustments as appropriate to attain this break-even/surplus position.	¨
(c) By January 2003, develop a specific action plan for a cost-effective and feasible relocation plan for the SLA headquarters.			¨
(d) On an ongoing basis, develop and maintain a staff plan that employs and promotes competence, flexibility, and creativity in developing and delivering products and services to an expanding constituency.	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨
(e) On an ongoing basic, assist in the streamlining of SLA’s governance structure by working with Association counsel and the Board of Directors to implement the bylaws as approved by the membership, review governance processes, and recommend changes where appropriate. By November 1, 2002, develop a communiqué to the units and to the membership regarding the bylaws revision outcome and how the changes, if any, will affect the organization.	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨
Membership Development:
(4) To retain and recruit members, an emphasis shall be placed on (1) collecting input on the current and future relevance of the Association to professional needs and interests and (2) developing and implementing programs and services reflective of the input.
(a) On a quarterly basis, seek input from current and prospective customers through the use of polling and focus groups; visiting (in person or virtually) leaders, members, units, and corporate partners; and by participating in various meetings and conferences sponsored by professional and trade associations, vendors, and educational institutions.		¨			¨			¨			¨
(b) On an ongoing basis, work toward changing SLA’s orientation from a US-based association to one that is non-national by pursuing initiatives and alliances that are global in nature and are directed at global rather than national constituencies and issues.	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨
(c) By December 31, 2003 oversee the logistical rollout of SLA’s branding initiative by developing detailed business and communication plans thereof.
(d) By February 1, 2003, develop a series of creative advertisements and press releases that reflect the talents and value of the information professional/special librarian and ensure placement by June 1, 2003.				¨
(e) By January 1, 2003 develop a professional development program of unique and valuable learning opportunities for members and constituents that matches “best format for content” and considers time constraints and financial abilities of target markets.			¨
(f) By June 2003, serve as an active participant in reinventing the SLA annual conference experience by initiating new methods of program development and delivery, and promoting new learning opportunities for both physical and virtual conference participants.								¨
(g) By June 2003, create a knowledge exchange that is a role model for members, constituents, and professional associations by instituting and working with best practices and reporting (sharing) experiences.								¨
(h) By January 1, 2003 develop and launch a marketing plan (print and electronic) for SLA’s programs and activities that includes a year-at-a-glance calendar; general and targeted promotional materials at least two months prior to each event; and separate marketing kits geared toward both membership recruitment and retention and toward increased non-member participation.			¨
(i) By January 1, 2003 and on an ongoing basis thereafter, develop marketing campaigns and advertisements with the units to showcase the depth of programming and expertise within SLA.			¨
Public Policy:
(a) On an ongoing basis, define SLA’s role in public policy making by participating in existing coalitions and exploring new ones and by developing guidelines for issue impact and advocacy.	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨
(b) On an ongoing basis, take an active role in the development of accreditation guidelines and processes for academic programs aimed at educating information professionals by representing SLA’s interests and points of view to credentialing entities (like, but not necessarily limited to, the COA of ALA).	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨
(c) On an ongoing basis, develop and implement a plan for SLA to have voice-recognition in areas of public policy, regulation, and standard setting on a national (US) and international basis by being appointed or facilitating having an SLA representative appointed to various advisory councils and task forces.	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨	¨

Recommendation: That the Board of Directors approve the Executive Director’s 2002/03 Objectives as contained in A03-05.

Objectives

Communications

Communications: