Strategic Plan: 2024 - 2028
Welcome to the Society’s 2024-28 Strategic Plan, a roadmap designed to propel our organization forward into a future defined by innovation and collaboration. Guided by our commitment to excellence and driven by the evolving needs of our members and communities, this plan outlines our strategic priorities to navigate challenges, seize opportunities, and achieve sustainable growth in the dynamic landscape of local government management.
Strategic Priorities
Priority 1: Drive Future Growth:
Striving to become the top-of-mind contact for municipal leaders seeking services and professional development.
Strategic Objectives:
1.1 Engage LGAA and ARMAA to explore opportunities for partnerships and collaboration.
1.2 Enhance training opportunities for members.
1.3 Develop performance measures that define success.
1.4 Develop a strategy for training and development of new CAOs for small municipalities.
Priority 2: Promote Local Government Management:
Creating a rebranding and marketing strategy for SLGM to articulate a new or clarified value proposition for members and to promote local government management as an important profession.
Strategic Objectives:2.1 Enhance member engagement.
2.2 Maintain and enhance awareness of the Society among municipal administrators and senior elected officials.
2.3 Assess attendance at conferences (AB Munis, RMA, etc.) to determine effectiveness.
2.4 Develop a communication and marketing strategy that identifies key messages and target audiences.
2.5 Enhance use of social media.
2.6 Explore an SLGM team award.
Priority 3: Establish a Robust Government:
Ensuring a governance structure that supports the future growth and sustainability of the organization and is aligned with organizational goals.
Strategic Objectives:3.1 Ensure there is a committee structure that supports organizational goals and governance requirements.
3.2 Board to review and update the policies guiding the process to admit new members.
3.3 SLGM policies remain current.
3.4 Ensure bylaws and governance structure complies with changes to professional legislation when new legislation is proclaimed.
Priority 4: Ensure Operational Excellence:
Fostering continuous improvement initiatives, and cultivating a culture of efficiency and accountability.
Strategic Objectives:
4.1 Modernize current board resources.
4.2 Explore opportunities for online forms, electronic payments, and electronic signatures.
4.3 Adopt a risk management strategic to address having a single education source for NACLAA.
4.4 Review the requirement for reporting professional development completion and criteria.