ImplementationPlan1718.xlsx
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APPENDIX A: YEAR 2 IMPLEMENTATION PLAN -- DRAFT
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3-Year OutcomesStrategies2017 - 2018 ActivitiesPotential Subsequent ActivitiesResourcesMeasures for Monitoring and Evaluation
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FinancialHumanOrganizational
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Umbrella Activities to Support Priority Areas Below
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YALSA is structured in a way that maximizes efficiency and flexibility, enabling the organization to accomplish its goals, as outlined below. Align organization to the organizational plan.Complete relaignment of existing structures (e.g., committee structure, staffing model), programs (e.g., CE, conferences), and offerings (e.g., YALSA grants) against the envisioned future.Conduct interim progress review at ALA Annual 2017.potential cost of new grants or rewards for membersstaff and member leader timeOrganization & Bylaws Committee may take on new tasks and sunset othersmember satisfaction with revised participation structure, program offerings, etc.; quality and timeliness of work products put out by member groups
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conduct a survey in summer 2017 to measure progress on diversifying the membershipFollow up with another survey in 2018.staff timenumber of survey responses
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Undertake bylaw revision consistent with the requirements of this organizational plan - e.g., board member eligibility requirements, committee structure, mission/vision statement, etc.Put bylaws changes on 2018 ballot for members' considerationstaff and member leader timeevidence of greater diversity on the board
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Priority Area: Leading the Transformation of Teen Library Services
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75% of libraries have applied at least one aspect of the envisioned future with respect to their teen services.Leverage YALSA programs, activities, and communications to promote the transformation of teen library services.Identify specific examples of library programs that embody key aspects of the transformation of teen library services, with a focus on capturing efforts in diverse contexts—e.g., urban and rural, high and low income, racial/ethnic differences, etc. Present these programs in multiple contexts (written materials, webinars, an “expo” at ALA annual conference, poster and other sessions at state conferences, etc.) and include specific tools for replicating their key components across different contexts.In a second loop of learning, celebrate libraries that have replicated these initial programs in their own contexts. Develop a cycle of continuing “short-term wins” that reach a tipping point. Consider creating some sort of national YALSA “award” or recognition system to spotlight program adoption and achievement.possible cost of developing and distributing accompanying toolsStaff &/or member time for identifying exemplary library programs, for promoting them, and for developing accompanying tools.YALSAblog focus on highlighting bright spots.% of libraries that have applied at least one aspect of the transformation of teen library services, according to annual survey results that categorize by urban/rural, and by income level.
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Communicate opportunities for more poorly funded libraries (e.g., in rural or low-income urban communities) to do something to move toward the envisioned future.Continue outreach and communication, based on initial responsePotential cost of attending Assocation for Rural and Small Libraries conferencesStaff time for marketing opportunitiesNew process for ongoing identification of bright spots and potential trainers.number of poorly funded libraries that have taken steps toward envisioned future
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By 2018, there is a YALSA presence at a minimum of 10 state or regional conferences per year.Leverage relationships with state association to promote the transformation of teen library services.Contact state leaders to determine how we can work together in building a relationship between YALSA and their state organization through resource sharing, building infrastructure, meetings, conference presentations, etc. Answer the question, “What do state associations need, and how can YALSA help?” and co-create the appropriate offerings.Develop a 50-state engagement strategy, with specific offerings and focused on specific leaders at the state level, including but not limited to state library association leaders and state library agency youth services consultants. Leverage the National Forum grant to build ties w/ states.Cost of travel, lodging & registration for YALSA leaders to attend state level library events. Cost of printing & shipping materials to state events. Cost of exhibit booths.Member time for state-level activities. Staff time for supporting member participation at state activities. Staff time for contacting state leaders.Develop infrastructure to connect state level YA leaders with one another and with YALSANumber of transformation-related activities, such as programs at state library association conferences, along with evaluation from presentations
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By 2018, YALSA membership has grown by at least 15%.Identify key states for growth and concentrate outreach efforts on those states and their young adult sections to identify opportunities to serve/collaborate. Begin work with those states.Identify libraries in each state that are most aligned with YALSA’s envisioned future and highlight them at their state’s library association conference and/or at a national ALA or YALSA conference or publicationpotential cost of any award for 'best' library program or teen services dept.Member or staff time for identifying states and for reaching out to themthink about opportunities to integrate work of state organizations into YALSA and vice versaYALSA membership by state.
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Leverage existing members to recruit/refer new members in their regions and to promote YALSA’s teen-focused initiatives.Cost of referral materials and mailingsMember and staff time to support referral programembed referral program into work of a member groupsuccess rate with referral program
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75% of those serving teens in libraries demonstrate familiarity with transformation-related concepts.Implement ongoing curricula to build knowledge and skills required to bring about the transformation of teen library services.Create a National Agenda for Continuing Education in Teen Services via our IMLS National Forum grant.Adjust YALSA's CE offerings based on the CE agenda and encourage state libraries and other organizations to adopt the CE agenda.fees for e-learning platforms. Consider making some or all eLearning available for free to anyone by evaluating impact on CE as a member recruitment hook. Honorarium for instructors. Cost of advertisingMember time to create continuing education content. Staff time to plan, implement, market, & evaluate CE and to support instructorsnew platforms for delivering CE could be warrantedPre and post surveys of CE participants to evaluate success. Evaluation of the National Forum grant project
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Implement 3 year Future Ready grant project, and share out resources and findings as they're developed.Leverage curriculum developed for the project for use with YALSA's CE efforts.this project is funded by IMLSstaff time for disseminating findings and resourcesformal project evaluation
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Reorganize YALSA communication platforms to highlight CE under one umbrella.staff time for reorganizing contentNumber of people participating in CE.
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90% of those who have used YALSA’s leadership development offerings self-assess as having increased or improved their leadership skills.Leverage the leadership curricula from Nexus Lab to institute a three-track leadership development curriculum for (1) front-line library staff, (2) managers, and (3) senior leadership for YALSA and the profession.Beta-test a leadership development offering for one career level via webinar and/or a session in the summer of 2017. Conduct outreach to promising young members to invite them to participate in the session.Roll out additional leadership eLearning modules.cost of curriculum development (to help gauge cost: e-course developers are paid $750 per course); overhead to ALAmember time to develop curriculum. Staff time to plan, market and evaluate the eventevaluations from participants
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30% of YALSA members have used YALSA’s leadership development offerings in some form.
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At least 100 YALSA members are qualified to provide cultural competency training in their own region.Support a program of training and assessment for cultural competency.In partnership with ODLOS, offer a cultural competence pre-conference at the 2018 ALA Annual Conference.Re-purpose the curriculum developed for the pre-conference as eLearning and offer online.funding for the pre-conference was obtained by a grant from the ALA Stratgic Initiatives projectmember and staff time to plan the eventevaluations from participants
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Identify or develop a cultural competency self-assessment and training curriculum. Incorporate learnings from Project READY. Have YALSA Leadership take self-assessment and training first.Adjust self-assessment tool if needed after initial use and feedback.possible fees for creation of self-assessment toolMember time for materials compilation &/or development. Staff and board time for cultural competency training. Staff time for maintaining assessment tool.embedding cultural competency mindset across the organization, including in guidelines and other foundational documentsNumber of people completing online self-assessment; evaluation of self-assessment by users.
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Begin to develop a “train the trainer” curriculum to train a national cadre of cultural competency trainers.Implement train the trainer program & work with those who are trained to ensure workshops are offered.cost of curriculum development (to help gauge cost: e-course developers are paid $750 per course). Cost of implementing training (will vary whether it's F2F or virtual)staff and member time for curriculum development, as well as planning, implementing & evaluating the training. Staff time to manage the trainer recruitment process & member time for vetting applications. Staff time for on-going support of trainersneed a tracking method for collecting information about trainings offered by trainers & what the impact is. Need to re-organize staffing model to accommodate additional staff time that will be needed for trainer effortNumber of people who complete the train-the-trainer program.
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The number of YALSA members with diverse backgrounds, as defined by ALA, has increased by 20%.Model diversity for the field through YALSA’s recruitment, membership, and governance.Offer free YALSA membership to President/Chairs of targeted organizations—e.g., ethnic affiliates, GLBT-RT, EMIERT, GLSEN, etc.Outreach to those who received free memberships to encourage involvement in YALSA.Yearly funding for the determined number of free memberships @ $195 ea.Staff time for processing membershipsDiversity as reported in a YALSA membership survey; participation levels of those receiving free membership
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Conduct outreach to those working for and with teens in libraries to increase diversity of YALSA membership.cost of recruitment material development & distributionstaff and member time for outreachDiversity as reported in a YALSA membership survey
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Commit to supporting at least one additional YALSA Spectrum Scholar per year.Funding for 1 additional Spectrum Scholar per year, @ $6,500 per yr.staff time for processing scholar payment, membership, etc. Member leader time for outreach to scholar. Possible FAC time for fundraising effortsDiversity as reported in a YALSA membership survey; participation levels of those receiving YALSA sponsorship
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Incorporate diverse members into YALSA Member Spotlight.Staff or member leader time to recruit members to fill out the spotlight form
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Identify members with diverse backgrounds and invite them to serve on commitees and in leadership positions.staff and member timeincreased board and committee diversity
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Create a member group to explore challenges and opportunities library staff of diverse backgrounds face when connecting with YALSA & submit findings & recommendations to the board.Prioritize and begin implementing approved recommendations.depends on the recommendationsstaff and member timepossible modified or new practices and procedures
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Add diverse YA titles to the Teen Book Finder app & database, as recommended by the ethnic Affiliates and Round Tables.funds have been obtained through ALA's Strategic Initiatives programstaff time to work w/ the developer and test the updated content
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Continue to encourage the Nominating Committee to provide greater diversity in its pool of vetted candidates.fees for training nominating committee membersstaff and member leader time to work with the Nominating Committeespossible organizational changes, depending in part on outcomes from Board Diversity Taskforceincreased board and award committee diversity
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Priority Area: Advocacy to Policy Makers at All Levels to Increase Support for Teen Library Services
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100% of YALSA members conduct advocacy at some level and know they are doing so.Train, empower, and support YALSA members to conduct advocacy at all levels.Inventory YALSA advocacy resources. Update those deemed useful and ensure consistency of language and messages across resources. Sunset other resources whose shelf life has expired. Organize all advocacy resources into a more user-friendly format and develop an advocacy curriculum based on them.Create a means to recognize YALSA member & supporter advocacy to highlight the advocacy efforts that best fit with YALSA’s envisioned future and with adopting a teens-first service approach.possible funds for some sort of formal recognition and/or printing of resourcesstaff and member leader time to develop and implement a recognition method as well as re-organize advocacy contentmore streamlined and centralized approach to developing advocacy resourcesNumber of members sharing their advocacy efforts in the YALSA advocacy venue.
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At least five governor’s advisory boards/councils have YALSA members on them by end of 2018.Become knowledgeable about Governors' boards and the process for appointment to them. Identify YALSA members to embed in governor’s advisory boards/councils for youth issues and reach out to them.Assist members with identifying and participating in local boards.Staff and member leader time to learn about governors' boards and reach out to members about pursuing an appointmentNumber of YALSA members engaged in state advisory boards and councils. State level funding and teen service focused activities coming from those boards and councils.
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10% increase in library funding at the state level and preservation of federal funding & IMLS at the national levelPromote the venue for YALSA members to share their advocacy efforts, and feed information on YALSA’s advocacy successes back to members; develop tools for tracking, coordinating, sharing, and celebrating local and state-level advocacy activity.potential fees for an e-platform to track and share advocacy effortsstaff time to recruit members to share advocacy efforts. Staff time for maintaining e-platformNumber of members participating in state level advocacy, sharing resources, accessing e-platform
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Re-envision the use of National Library Legislative Day to support impactful YALSA advocacy at the national level to engage members who cannot travel and amplify the message.existing travel stipends for 2 members @ $1,000 each. Travel funds for President & Executive Director to attend NLLD at about $1,500 each. Potentially more funds needed depending on what "re-envision" meansstaff and member leader time to attend NLLD. Staff & member leader time to promote & vet travel stipend applications. Staff time to process applications, disperse funds, promote winners, etc.number of members participating in National Library Legislative Day
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Promote District Days to members and encourage participation. Shine a light on those who participate to encourage others to do the sameIdentify key members of Congress & their districts and identify a member or library in that district. Work with them to cultivate relationship w/ their Congress member and staff.staff and/or member time to identify districts and members or librariesamount and quality of contacts members have w/ Congress members
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20% of congressional members have staff who have attended at least one YALSA briefing on Capitol Hill.Conduct quarterly briefings on Capitol Hill for legislators, policymakers, and their staffs.Identify partners and hold one briefing on Capitol Hill to familiarize congressional members and their staffs with teen library services and their benefits. Report briefing outputs and outcomes back to membership.Create ongoing planning process to ensure one Capitol Hill briefing every quarter.A/V & materials for briefings, travel costs.Staff time to cultivate partners and plan & promote briefings.re-organize staffing model to accommodate additional needed time to work on quarterly briefingsCongressional staff member attendance at Capitol Hill briefings. Funding and teen service focused activities coming from federal funding and programs.
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Find partners familiar with the process of drafting and shepherding legislation through the legislative process.Develop sample legislation for library sustainability and funding increases.Cost of hiring someone to author legislationstaff time for identifying and connecting w/ state leaders who could shepherd legislation thru in their statere-organize staffing model to accommodate additional needed time to work on a state level legislative advocacy effortLibrary and teen services related funding bills that are voted on.·
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Priority Area: Funder and Partner Development
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All libraries that serve teens and/or their families have access to sufficient funding to apply to at least one aspect of the envisioned future with respect to their teen services.Develop and implement an entrepreneurial funder and partner development strategy.Hire staff member and/or consultant or revise current staffing model to allow for working on funder/partner development.Adjust staff or consultant roles and responsibilities as needed.Funds for staff member and/or consultant to focus on funder/partner development.Staff time for recruiting consultant and/or re-organizing staffing model. Staff and/or consultant who either devotes full or part time to task. Will also work w/ ALA Development Office to amplify their work. Member leader time for recruiting members to work on identifying potential partners. Member leader & staff time for monthly check-ins. May require restructuring of current staffing model to integrate funder/partner development staff who might either be new or within a newly structured model.Monthly check-ins to gauge progress in identifying potential funders and partners and moving them through the pipeline.
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Create two board seats for non-members/non-librarians with a passion for YALSA’s mission, but with backgrounds in key areas needed to support the work of YALSA, such as business, corporate partnerships, or fundraising. (Requires bylaw amendment.)Evaluate success of effort to determine whether it should continue.potential cost of paying for travel for these board membersmember and staff time to develop proposal, put it on the ballot, etc.create pathways for non-library staff to engage in the work of the organizationwhether or not ballot measure passes; diversity on YALSA board
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YALSA funding to support members and their libraries exceeds $5 million per year.Define optimal operating model and recruit promising members and others to identify entities in the public, private, nonprofit, and philanthropic sectors that are potential funders and partners likely to respond to YALSA’s envisioned future. Charge this task force to “shock” the YALSA board with the scope of the entities identified.Member time for work on task force. Skills within the association—member and staff—related to funder and partner development
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Set specific goals with respect to each current funder and partner, and develop a plan to meet those goals.Adjust goals as needed as implementation plan unfolds.Funds for materials to support funder/partner development.Member or staff time for plan and materials development
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From the lists of entities identified by the member group, select those that offer the most promise. Begin building relationships with these entities and establish a set of five to pursue more vigorously based on the results. Begin building relationships with these entities to co-create the parameters of a funding relationship. Look for opportunities for innovative collaborations to advance the transformation of teen library services.Funds for travel to conferences and events that can help to support funder/partner development.Staff/consultant time to cultivate partner/funder relationships and to develop collaborationsFormalize a process for keeping in touch with/engaging potential and existing partners and fundersnumber of new partners and funders; level of success/impact of programs implemented w/ partners and funders
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All member libraries will have made at least one community partnership that helps them achieve a future-focused transformation of teen services.Ensure members are capable of engaging current and potential funders and partners development at the local level.Finalize and disseminate the Community Connections Toolkit.Use print and digital communications/publishing channels to inform and facilitate learning on this topic with members.Member time to develop the toolkit. Staff time to support taskforceSeek member feedback regarding usefulness of the toolitt, and make improvements as needed
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