strategic planning announcement

The Alberta Library (TAL) will be embarking on a strategic planning process for our 2026 – 2030 Strategic Plan. In 2023, TAL members came together to establish Strategic Directions (https://thealbertalibrary.ca/about/). These continue to serve us well, and we will build on that foundation with a Strategic Plan that sets clear goals and outlines actionable steps to achieve them. As highlighted in this brochure, TAL has evolved significantly, adapting to challenges and opportunities. These years of evolution have shaped who we are today and provided valuable lessons for the road ahead.  

Thanks to the dedication of our members and the excellent work by TAL Staff and the Board of Directors over previous years, our consortium is at a pivotal moment of growth. New services are emerging in response to member needs, innovative resources are being sought and licensed, and TAL is poised to navigate a rapidly shifting environment that will redefine how we serve our communities and require us to work together extensively and efficiently. 

TAL’s next Strategic Plan will be a living, flexible strategy that evolves with its members and their needs. It will be shaped by member voices, insights, and priorities, ensuring that TAL continues to align with the realities of its member libraries and the communities they serve. During this process, TAL will engage its members and bring together new, meaningful discussions and ideas into a collective vision that will propel TAL forward and continue to deliver deep value to its members. 

Over the coming months, we encourage you to share your perspectives and thoughts. Below is an outline of our proposed planning process. Though the timing is subject to change based on the vagaries of reality, we aim to follow this process. 

1. January – May: Foundation & Visioning 
   • Formation of a Planning Committee: The Board has established a Strategic Planning Oversight Working Group, consisting of the following members: Karen Keiller (TAL Chair & Dean of the Library, MacEwan University), CJ de Jong (TAL Director and Head, Access Services, University of Alberta Library), Fiona Dyer (Managing Director, Bow Valley College Library), and Terra Plato (CEO, Lethbridge Public Library). This group will guide the process, ensuring it remains transparent, inclusive, and well-structured throughout the year. 
   • Initial Visioning & Analysis: The Working Group will draft preliminary vision, mission, and values statements, analyze Objectives and Key Results (prepared by TAL staff), and conduct PESTLE (Political, Economic, Technological, Environmental, and Legal) and TOWS (Threats, Opportunities, Weaknesses, and Strengths) analyses. These foundational pieces will shape thoughtful, targeted surveys and interview questions that will guide meaningful discussions. 
2. May – October: Member & Community Partner Engagement 
   • Member & Community Partner’s insights will be gathered through three key methods: 
     • Surveys, which will be distributed broadly to capture a range of perspectives. 
     • Individual interviews conducted with members and key community partners for deeper insights. 
     • A Town Hall to discuss the possible futures that these conversations reveal and engage in open dialogue about the future of TAL.  
   • Branding & Identity Considerations: Throughout this process, we will examine how our strategic goals align with the TAL’s identity, visibility, and external messaging. This includes evaluating whether branding elements (name, mission statement, communication style, etc.) effectively reflect our evolving role. 
3. October – December: Drafting the Strategic Plan 
   • Drafting the Strategic Plan: Using the insights gathered, we will draft a strategic plan that includes a refined mission, vision, and values statement, strategic priorities and long-term goals, actionable steps, and performance metrics.  
   • Engagement with Key Partners (as needed): If specific aspects require clarification or partnership alignment, we may engage in final discussions with key community members. 
4. January 2026: Approval and Implementation 
   • Approval and Implementation: The finalized plan will be presented to the TAL Board for approval during the January 2026 Board Meeting. Once adopted, we will move into full implementation. 
5. 2026 – 2030: Ongoing Monitoring & Evaluation:  
   • The implementation of the strategic plan will be accompanied by continuous evaluation. We will ensure that progress is measured against key metrics and conduct regular reviews to assess the impact. This will ensure that TAL is focused on the momentum its members want to see while remaining adaptive and adjusting strategies needed to meet their evolving needs. 

TAL is committed to transparency and collaboration throughout this process and will provide regular updates to keep all members informed. Your participation and input will be invaluable in shaping a strategic plan that reflects our shared vision and goals.