Strategic Plan 2021-2023

Federation of Ontario Public Libraries Strategic Plan 2021-2023 

Vision:  One Voice for Ontario’s Public Libraries

The purpose of FOPL is to strategically support and advocate furthering Ontario public libraries and the communities they serve. In order to strengthen and improve the provision of public library service, FOPL will act in a cooperative manner with other organizations to market public libraries’ value and collaboratively, coordinate opportunities to build people capacity within Ontario’s public libraries. A resilient federation will support our own research and build a sustainable public library sector.

 

Strategic Objectives and Initiatives 2021-2023

Although we don’t know what this 18 month period will bring, FOPL will remain flexible and use our resources wisely to make a difference in our sector.  In large part this means:

  • Empowering Our Members
  • Informing Our Members
  • Communicating with Our Members
  • Maintaining Good Relationships with the Government

 

Advocacy & Influence

Positively influence legislation and government initiatives impacting Ontario Public Libraries, especially surrounding the global pandemic and its impact periods.

  1. Build relationships with provincial elected officials and civil service to influence government policy and practices.
  2. Collaborate with other library associations, organizations, and agencies to lobby for public libraries in provincial political arena such as Library Day at Queen’s Park.
  3. Support members’ libraries efforts in municipal government advocacy.
  4. Support First Nations libraries with national and provincial advocacy.
  5. Remain agile to enable timely response to emerging issues and opportunities.
  6. Act as a conduit for government to supply information to Public Libraries.

In 2021 this means:

  • Partner with OLA (and involve other Ontario associations) to speak with a united voice.
  • Align FOPL’s advocacy priorities with the Federal and Provincial elections
  • Work with our professional government relations counsel.
  • Partner with CFLA to address national issues.
  • Scan policy and legislation – Be at the Table!

 

Marketing Public Library Value and Impact

Coordinate and assist in the implementation of strategic marketing for Ontario Public Libraries.

  1. Be recognized as the trusted voice of Ontario Public Libraries.
  2. Inspire and mobilize the library community.
  3. Develop and provide research to inform marketing initiatives.
  4. Develop province-wide social media marketing campaign tools.
  5. Pursue partnerships beyond traditional library partners such as AMO, school boards, vendors and media.
  6. Collaborate to create consistent promotional messaging for use by Public Libraries.

In 2021 this means:

  • Bring the OMD project in house – as planned – and build on this success.
  • Publish and promote the analytics and impact assessments we have through the statistics and metrics work we’ve done.
  • Use our website and social media effectively.

 

Training & Development

Provide Ontario’s Public Libraries with professional training and development.

  1. Coordinate training opportunities such as seminars, workshops, symposia, and webinars.
  2. Collaborate in creation of trustee training tools.
  3. Share expertise at professional conferences and events such as OLA Super Conference and Marketing Think Tank.
  4. Build consensus in the Ontario Public Library community.
  5. Increase awareness of grant and subsidy opportunities.

In 2021 this means:

  • Build capacity in our members as together we address local government on their DC bylaws.
  • Continue to offer influence support and training to our members.
  • Partner with OLS and OLA on LearnHQ, Governance Hub and PeerHQ.

 

Organizational Resilience

Increase organizational resiliency

  1. Seek alternate sources of funding to ensure fiscal stability.
  2. Grow and retain membership through increased member engagement.
  3. More effectively and more frequently communicate with individual members and FOPL caucuses.
  4. Increase involvement and contribution of FOPL Working Groups.
  5. Overcome challenges of diversity and geography.
  6. Develop a succession plan for Executive Director and Administrative Assistant.

In 2021 this means:

  • Address our membership class options and fee structure.
  • Begin to replenish the project funds.
  • Continue to offer regular virtual meetings where all members can participate, regardless of geographic location.
  • Include diversity in our recruitment of our Trustees and CEO Representatives on Caucus.
  • Work with the FOPL Executive and E.D. to build internal resiliency in our operational program.
  • Revitalize the FOPL Working Groups to achieve objectives and initiatives of the Board.

 

Progress on these goals are reported quarterly at the FOPL Board of Directors meetings.