| | MISAC Strategic Plan MUNICIPAL INFORMATION SYSTEMS ASSOCIATION OF CALIFORNIA MISSION The mission of MISAC is:
To promote leadership, education and access to resources for technology professionals to enhance local government services and effectiveness. FOUR PILLARS The following four pillars of the Municipal Information Systems Association of California looked upon to provide the foundation of efforts to fulfill its mission: Relationships
Foster greater opportunities for local government information technology professionals to develop meaningful relationships with peers, other municipal professional associations, local leadership, and State executive and Legislative leaders.
Member Resources
Provide members with timely information, opportunities to share and contribute collective knowledge, the shared expertise of the association necessary to build the strength of their organizations, and an effective and responsive association necessary to meet its member's needs. Education & Professional Development
Provide members with opportunities to expand their strategic and technical education in the field of municipal information service as well as preparing information systems executives, managers and technicians for future professional challenges and advancement.Advocacy
Educate decision makers at state and local levels on the importance of enacting policies, legislation, and priorities that support and fund the advancement of information systems as an integral part of government's infrastructure, efficiency and service delivery.The MISAC mission is supported by its four pillars and enacted through its goals and strategic activities as depicted below. 
STRATEGIC PLAN
FISCAL YEAR 2010-11
The following include the goals that must be met in - presented in terms of outcomes – in order to determine the success of the Strategic Plan in strengthening these four pillars, and display a menu of strategies for each goal from which the Board of Directors and staff will choose for implementation in each year's work program and budget. Relationships
Foster greater opportunities for municipal information professionals to develop meaningful relationships with peers, other municipal professional associations, local leadership and State Executive and Legislative leaders.
Goals
1. Identify opportunities to align with similar associations to advance the Association’s membership.
Possible Strategic Activities - Create a list of municipal and special district associations across California and schedule discussion with their elected and executive staff to explore opportunities to expand the Association’s relationships.
- Contact MMNAC, CFMSO, and CASBO associations to introduce MISAC.
2. MISAC be recognized as leaders in the advancement of local government technology.
Possible Strategic Activities - Develop a speaker bureau based on topic to have available for attendance at other association meetings.
- Maintain regular contact with State CIO office and CCISDA that identifies MISAC and the support we can provide
Member Resource
Provide members with timely information, opportunities to share and contribute collective knowledge, the shared expertise of the association necessary to build the strength of their organizations, and an effective and responsive association necessary to meet its member's needs.
Goals
- Provide for more channels of communications between regional chapters, individual members, and from the association to the membership.
Possible Strategic Activities - Establish procedures and polices on use of social networking tools Twitter and LinkedIn
- Add interest based list-serv groups
- Continue to explore virtual meetings as an alternative to physical meetings
2. Enhance revenue sufficient to meet the current and future needs of the Association. Possible Strategic Activities - Sign contract and work with consultant (GrassRoots) to startup the Vendor Partner Program
- Develop a budget and finance committee to define the current expenditures / revenues and possible future expenditures / revenues.
2. Increase membership to include a majority of represented local governmental organizations. Possible Strategic Activities - Increase overall membership by 15% thru targeted campaigns to identify and recruit
- Target agencies that have an existing IT staff
3. Work to create a uniform set of programs and opportunities to all Association members. Possible Strategic Activities - Complete bylaw change for presentation at State Conference October 2010
- Develop documents and policies designed to standardize the Association experience across the State including amongst individual chapters.
Education & Professional Development
Provide members with opportunities to expand their strategic and technical education in the field of municipal information service as well as preparing information systems officers, managers and technicians for future professional challenges and advancement.
Goals
- Establish and maintain education programs statewide focused on technical information systems issues as well as strategic planning to institute Information Systems in the municipality.
Possible Strategic Activities - Continue to setup statewide training classes to reduce costs for agencies (i.e. CISSP, Project Management). At least one training class per year.
- Continue to host Annual Conference
- Expand and enhance special events designed to facilitate networking and professional development within and across geographic sections of State
- Continue Excellence Award Program
2. Expand capabilities for members to participate in education and professional development opportunities. Possible Strategic Activities a) Establish a succession planning program in conjunction with the Cal-lCMA Planning the Next Generation Initiative.
b) Use emerging technologies such as webinars, tele-presence, and streaming video to increase members ability to participate.
Advocacy
Influence decision makers at the state and local level to enact policies and supply the funding necessary to advance information systems as an integral part of the municipality's infrastructure.Goals
- Maintain and grow the recognition with state level executive and legislative leadership that the Association is the key resource for local government information systems issues.
Possible Strategic Activities a) Maintain relationship with lobbyist to represent the concerns and issues
b) Develop talking points and marketing plans (elevator speech)
c) Evaluate private sector partnership opportunities 2. Encourage municipal leadership to recognize the evolving and key role of the Information Systems leader in their respective municipality. Possible Strategic Activities a) Increase positive press for the Association and its membership through press
releases and articles in industry and public section publications.
b) Evaluate additional communication tools such as e-newsletters for prominence
display on website and allow subscriptions services to non MISAC members. |
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