Goal Area: Organizational Excellence
Strategic Planning Implementation Team 1 Draft Report
Goal Statement: MLA’s operations are efficient, effective and transparent.
Objective 1: Develop and sustain the necessary resources to ensure the vitality of the Association, its programs and services.
Evidence of Success: MLA has the financial means to achieve its goals.
- The cost of participating in MLA is affordable in relation to typical salaries of target members.
- MLA takes in revenue from training programs it sponsors.
- Vendors providing services to MLA advertise in our print and online publications.
- Research membership dues rates of comparable professional organizations and develop a policy to increase dues and subscription rates gradually to avoid steep dues increases by monitoring the general inflation rate of membership dues.
- Negotiate changes to contracts for Notes royalty income for the possibility of increasing revenues from electronic access to replace lost subscription income.
- Establish a task force to study the value and feasibility of self-publishing Notes electronically to regain institutional subscription income and further reduce printing costs.
- Begin a study of the convention budget for the past 10 years to determine how the convention budget can be brought back into balance and eventually produce a surplus.
- Increase advertising income by at least 5 percent through increased rates and the introduction of selling advertising on the website.
- Continue the fundraising campaign to fully endow awards funds: O’Meara, Hill, Bradley, and Coral IAML Travel grant.
- Reduce board travel costs by 30 percent by using teleconferencing for the fall meeting.
- Create a web page listing donor names by year beginning in 2012–2013.
- Reduce the administrative costs of fundraising by 5 percent by decreasing expenses and maintaining strong giving.
- Create a planned giving program by adding information to the website.
- Develop an investment policy for all award funds to insure that they will be fully self-supporting and keep pace with inflation.
- Develop a policy that will build the MLA fund by annually reinvesting a portion of the earnings or by fund raising or both. The policy will outline what types of expenditures are allowed from the fund outside of emergencies with the eventual goal of using a percentage of the earnings for operating expenses without depleting the fund.
- Develop a policy requiring new named or memorial projects (e.g., award funds, travel and research grants) to be fully funded in order to be established and funded.
- Completely revise the Fiscal Policies Handbook from the current dictionary entry style into a narrative style updating all practices and policies and propose changes to outdated policies.
- The O’Meara and Hill Award funds will be self-supporting and the Coral IAML Travel Grant will reach ¾ of its goal ($18,750).
- Income from dues and subscriptions will increase 3 percent annually without raising the dues rate more than 2 percent annually through increased membership.
- Convention income will exceed expenditures by 1 percent in 2014 and 2 percent in 2015.
- Income from publications other than Notes will be at least $3000.
- Advertising income will increase by 3 percent annually as advertising on the website grows.
- The EOP Workshops and EOP Virtual Workshops will generate a 5 percent surplus to support the operating budget.
- Complete fundraising for the Publications Awards by 2014.
- Increase the number of Sustaining Members to 100.
- MLA is able to partially subsidize the annual conference from operating funds.
- Operating budget is not running a deficit.
- All endowments are fully funded.
- Income is sufficient to cover hiring professionals in appropriate crucial positions.
- Convention income will be targeted to exceed expenditures annually by 5 percent.
- Royalty income from publications other than Notes will average $5000 annually.
- Complete fundraising for the Bradley Award by 2017 and the Coral IAML Travel Grant by 2020.
Objective 2: Improve access to information by and about the Association to meet the needs of members and other interested parties.
Evidence of Success: MLA’s workings are efficient, effective, and transparent to its members and other interested parties.
There are action steps already underway for nearly every bullet point which we should be monitoring, and should tie explicitly to the Strategic Plan.
- Chapter web sites look professional.
- Pending RFP (IT TF); recommendation to bring all chapter websites under the musiclibraryassoc.org domain and give them all access to a uniform toolkit will probably not be able to be completed until 2014-2015.
- Committees and officers produce tangible outcomes.
- Committees and officers will include goals met and articulate future goals in the MLA Annual Report, which will provide the membership with more evident outcomes, and the Board with an assessment tool.
- Documentation on the MLA and chapter web sites is up to date.
- The process of updating documentation on MLA website is ongoing, but a pending technical restructuring (see IT TF RFP) should facilitate that process and finally include the Online Directory —the Administrative Structure will be brought up to date *first*.
- Detailed Association management documents and budget information is made available on the web.
- Fiscal Policies Handbook will be brought up to date and will be converted into a more easily-accessible web format (instead of pdf).
- Administrative Officers will investigate a new budget report model that will make information more accessible on the website and readily understood by the membership (e.g. quarterly pie charts).
- MLA employs professionals in appropriate crucial positions.
- Continue to work with Helms Briscoe on Convention Management and document that experience for eventual assessment.
- MLA employs professionals in appropriate crucial positions.
Objective 3: Pursue joint ventures with other organizations that offer financial as well as professional opportunities and advantages.
- MLA investigates (and ultimately establishes) partnerships with vendors of music research resources to provide consortial pricing for MLA members (e.g. Rock's Backpages, DRAM, HathiTrust, publishers of monument sets?).
- MLA holds periodic (every 3, 5, etc., years?) annual conferences jointly with other related groups (AMS, ARSC?), looking especially for economies of scale and/or ways of generating fresh conference content for members of both organizations.
- MLA, through the Education Committee, leverages member expertise by holding e-learning events—perhaps targeting historically underserved populations (e.g. music collection development for public libraries)—that generate income for the organization.