valeurs communes<\/a>, this Strategic Plan focuses on seven strategic priorities, designed to enhance the impact and value of CAAL-CBPA’s collective work and services.<\/p>
\n\nEn s\u2019appuyant sur chacune des priorit\u00e9s, les objectifs d\u00e9finissent de fa\u00e7on g\u00e9n\u00e9rale les mesures que le CBPA entreprendra au cours des trois ann\u00e9es et les r\u00e9sultats pr\u00e9vus de ces mesures.<\/p>\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\nCAAL-CBPA Board members, staff, and committees make timely decisions within a decision-making framework based on data, member needs, and regular environmental scans; thus enabling them to respond to, and anticipate, emerging academic library issues. A fundamental principle for CAAL-CBPA is that for long-term member retention and engagement, the member fee model will endeavour to be equitable and fair for all members.\n\n\n\n\n\nComplete a comprehensive review of CAAL-CBPA\u2019s licensing program, including collaboration with CRKN and other consortia, focusing on optimizing value for members; optimizing licence terms; and integrating flexible participation models. The review will include updating the model licence to include copyright risk mitigation and AI language. Implement recommendations as appropriate.\n\n\n\n\n\n\n\nLeverage existing regional and national library networks, secure funding through grants, and utilize current technology platforms to support collaboration in support of CAAL-CBPA priorities to broaden access, reduce duplication, and preserve resources while meeting user needs for digital and physical materials.\n\n\n\n\n\nDevelop and implement an EDIA framework that guides digitization, OER development, reconciliation initiatives, educational programming, and human resource management.\n\n\n\n\n\n\n\nThe value of CAAL-CBPA is many-fold through its services, activities, collaborative opportunities, and its staff knowledge and expertise. Conveying that value, and continuing to evolve that value for members, is critical to CAAL-CBPA\u2019s continued relevance to its members and its profile among regional and national colleagues.\n\n\n\n\n\nThere exists in the region an overlap in membership between CAAL-CBPA and Novanet. We have complementary missions, and sometimes overlapping services and activities. In the current and near future economic reality, it is critical that we: optimize resource use; realize efficiencies in organizational governance; and above all, deliver maximal value propositions for member institutions.","protected":false},"excerpt":{"rendered":"","protected":false},"author":1,"featured_media":0,"parent":38,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"pagelayer_contact_templates":[],"_pagelayer_content":"","footnotes":""},"folder":[],"class_list":["post-129","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/caal-cbpa.ca\/fr\/wp-json\/wp\/v2\/pages\/129","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/caal-cbpa.ca\/fr\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/caal-cbpa.ca\/fr\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/caal-cbpa.ca\/fr\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/caal-cbpa.ca\/fr\/wp-json\/wp\/v2\/comments?post=129"}],"version-history":[{"count":44,"href":"https:\/\/caal-cbpa.ca\/fr\/wp-json\/wp\/v2\/pages\/129\/revisions"}],"predecessor-version":[{"id":3016,"href":"https:\/\/caal-cbpa.ca\/fr\/wp-json\/wp\/v2\/pages\/129\/revisions\/3016"}],"up":[{"embeddable":true,"href":"https:\/\/caal-cbpa.ca\/fr\/wp-json\/wp\/v2\/pages\/38"}],"wp:attachment":[{"href":"https:\/\/caal-cbpa.ca\/fr\/wp-json\/wp\/v2\/media?parent=129"}],"wp:term":[{"taxonomy":"folder","embeddable":true,"href":"https:\/\/caal-cbpa.ca\/fr\/wp-json\/wp\/v2\/folder?post=129"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}