Impact Area 02

Libraries are recognised,

represented and valued
Impact Area 01 as partners
Libraries are connected
and energised through
vibrant, global professional
communities

IFLA Strategy
2024-2029

Impact Area 03
Libraries are enabled to deliver
meaningful change at all levels

Sustainable futures for all

through knowledge and
information
Introduction
IFLA’s 2024-2029 Strategy will take the Federation beyond its centenary,
and almost to the end of the United Nations’ 2030 Agenda. Both milestones
encourage a focus on the long term, clarity about the world we want to see,
and the role that libraries and IFLA can play.

IFLA’s 2024-2029 Strategy has been shaped by members and volunteers through surveys and
consultations that sought to understand their perceptions of IFLA today, and their aspirations for
the future. The 2024-2029 Strategy is not prescriptive, but rather sets out a broader framework that
anyone in our field can use to develop their own plans. It offers a clear vision of the world we want,
as well as a theory of change setting out how IFLA can support libraries to get there. It will act as
a constant reference for IFLA’s plans, a framework for measuring progress, and a potential model
to help inform strategy development elsewhere. It is also designed to reflect IFLA’s nature as an
international federation, bringing together, providing a platform for, and delivering results for people
from diverse cultures, language communities, geographies and experiences.

Why work together 1. IFLA and the global library field have much
in common in terms of missions, and values.
internationally? Shared challenges and opportunities make
it both possible and valuable to exchange
IFLA is founded on the belief that experience to develop standards, guidelines
international collaboration means and other shared reference points at the
library associations, libraries, library international level, all while recognising,
and information professionals and working with and celebrating diversity.
others can achieve more together 2. Libraries can best support users and
than apart. It is this coming together wider communities in a global information
that allows us to make the most environment through practical cooperation.
of our diversity to innovate and to This is facilitated by structures and tools that
respond to the needs of the library make collaboration simpler.
field as a whole. In particular: 3. Discussions and decisions at the global level
not only affect libraries, but also benefit from
libraries’ inputs. Libraries must have a voice
on the international stage.
4. Partnerships can be formed at the global level
that deliver benefits to library associations,
institutions and their workforce everywhere.
These in turn stimulate local partnerships.
5. There is a powerful mutual commitment
and generosity within the global library field,
a sense of solidarity that can be turned into
outcomes through cooperation and action-
orientated work at the international level.

This Strategy supports IFLA to achieve this

potential, for the benefit of members, the wider
field, and the communities libraries serve.

IFLA Strategy 2024-2029

How to read this Strategy
Every part of IFLA has the potential to contribute to all impact areas
and the different impact areas are mutually supportive; one cannot be
achieved without the others.

The intention is for IFLA’s committees to take the Strategy and use it
to develop plans that maximise their contribution to the world we want.

To support this, IFLA’s Governing Board will develop one-year

operational plans to provide a structure for committees inform
their work.

A framework of strategic outcomes and This Strategy is also intended to be useful

measures of success is embedded in the outside of IFLA to explain to partners and
Strategy. The evaluation framework is a living stakeholders why the work of libraries matters,
document and will be reviewed annually. and why engaging with IFLA is important.

We will continuously monitor and evaluate And finally, as has happened with previous
progress through a mix of quantitative and strategies, it is hoped that members and other
qualitative methods, including desk research, partners and stakeholders will be inspired to
surveys, focused discussion groups and a adopt some of the ideas as they develop their
collection of evidence-based success stories. own strategies and plans.
Where relevant, we will establish an initial
baseline against which to measure progress.
How to achieve this:
The detailed evaluation framework containing Libraries, their workforce and their
targets, where applicable, and monitoring and associations globally have the capability,
measurement plan will be maintained and contacts, confidence and resilience to
implemented by IFLA Headquarters. We will realise their potential to drive inclusive,
provide a dashboard, including outcome metrics rights-based sustainable development in
and key performance indicators, to allow for a fast-evolving world.
tracking of progress.

IFLA’s Vision
Sustainable futures for all through
knowledge and information
Impact Area 01
Libraries are connected
and energised
through vibrant, 01
global professional
communities

Crucial to our ability to make change experience and energy to the field
happen is our community of members and ▪ Developing active and engaged wider
volunteers, who bring unique and diverse communities of practice, allowing all members
ideas, experience and abilities relevant to of our field to find their place in our work
our mission. IFLA is uniquely placed, as the ▪ Creating and upholding timely, world-class
global organisation for libraries, to provide standards and guidelines that facilitate
a space and support for global exchange, great services, continuous evolution and
learning and inspiration, as well as the international working
development of relevant standards and ▪ Providing and maintaining spaces where
guidelines. members and volunteers can connect
effectively and to mutual benefit
Through this, we help ensure that the library
and information workforce benefits from a We know that we have succeeded if:
wide variety of opportunities to work together Our volunteer groups develop and deliver
in order to advance its ability to contribute to actions which enhance the field’s ability to
individual and community development. By deliver change for the communities we serve.
being connected to each other, our institutions, Our membership grows, in particular in areas
collections and services can better innovate where we are currently under-represented, and
to realise further the goal of meaningful and members not only engage actively, but also
inclusive access to information and uphold apply and share the results of their engagement
library values and ethics in their work. in IFLA, demonstrating the value of being part
of IFLA. High-quality and up-to-date standards
Practically, our work here involves: are actively used by libraries around the world
▪ Enabling dynamic and high-performing to drive innovation, resilience and great services
volunteer groups, acting as spaces for to their communities. Librarians feel confident
exchange, and incubators for new ideas in setting out and applying values and ethical
▪ Maintaining and expanding an engaged principles.
membership motivated to contribute their

IFLA Strategy 2024-2029

Outcomes and measures of success
OUTCOMES OVER THE PERIOD INDICATORS
OF THE STRATEGY TO MEASURE SUCCESS
Volunteers have the capability and ▪ Confidence and ability to deliver positive change and
confidence to support collaboration, impact for the communities they serve resulting from
deliver actions, and drive change within volunteer group action
the communities they serve ▪ Net promoter score (Level of recommending IFLA
volunteering to others)
The global diversity of IFLA’s membership ▪ Regional diversity index within volunteer groups
is reflected within volunteer groups
Increased use of resources produced by ▪ Number and diversity of downloads of resources
volunteer groups among membership and ▪ Use of resources produced by volunteer groups among
the wider library field membership to deliver change for communities they
serve
Growing and increasingly ▪ Membership diversity index (regional, within
diverse membership membership types)
Increased active engagement in decision ▪ Percentage of Members and Affiliates who use their
making processes, including Elections right to nominate and vote in IFLA Elections and
and General Assembly General Assembly
Increased member satisfaction and loyalty ▪ Net promoter score (Level of recommending IFLA
membership)
Increased value of being a member and being ▪ Feeling of belonging to IFLA
part of IFLA among different membership types ▪ Value of IFLA membership
Growing and increasingly relevant and ▪ Participation activity in IFLA’s communities of practice
responsive communities of practice for ▪ Value of engagement with IFLA through communities of
members and the wider library field outside practice
of participation in volunteer groups
Increased relevance and value in engagement ▪ Value of engagement with IFLA within national/regional
with IFLA communities
Increased awareness about and use of IFLA ▪ Awareness about IFLA standards and guidelines
guidelines and standards by libraries around ▪ Number of downloads of IFLA standards and guidelines
the world to drive innovation, resilience and ▪ Use of IFLA guidelines and standards in practice by
great services to their communities members to drive services and deliver change for
communities they serve

Increased level of applying values and ▪ Practice among librarians in setting out and applying
ethical principles among librarians values and ethical principles
Increasingly qualitative and diverse ▪ Number of events and number of participants
opportunities for meaningful engagement ▪ Quality and usefulness of IFLA events
between members and volunteers ▪ Number of registered members in IFLA’s Professional
Sections and their engagement
Increased satisfaction with and value ▪ Net promoter score (Level of recommending IFLA events)
of IFLA events ▪ Value of IFLA events
Impact Area 02
Libraries are
recognised,
represented and 02
valued as partners

We can only realise the potential of libraries Our work here involves:
to change society if we can secure the laws ▪ Building a voice, profile and influence in
and resources we need, through effective relevant international policy spaces where
advocacy and partnership-building. This IFLA is uniquely able to contribute and
requires coordinated work at all levels, convene
to demonstrate libraries’ contributions, ▪ Identifying and developing partnership
build support and define paths forwards, strategies with others, in line with our strategy
from global spaces to local communities. and as a means of achieving shared goals
We also need to be a responsive, reliable ▪ Providing thought-leadership within the field
and effective partner, able to speak the on policy issues and promoting library values
language of other stakeholders, as well as be ▪ Ensuring that advocacy resources and skills
a platform for reflection on how to uphold are shared throughout the field, to realise the
and promote libraries’ values in a changing impact of our global work
world.
We know that we have succeeded if:
This work contributes to a situation where We see library priorities recognised in key global
libraries engage impactfully with decision- texts such as the UN post-2030 agenda, as well
makers, stakeholders and communities, and are as relevant regional, national and local ones.
recognised, represented and valued as partners. Our community is regularly using materials
Libraries can confidently draw on successes and opportunities created by IFLA to enhance
at the global level in their own advocacy advocacy and partnerships, can talk partners’
and partnership-building, as well as engage language, and has a stronger sense of agency.
effectively in international activities, and actively Library values, including intellectual freedom
defend and promote their values. and open science, are reflected in law and
policy.

IFLA Strategy 2024-2029

Outcomes and measures of success
OUTCOMES OVER THE PERIOD INDICATORS
OF THE STRATEGY TO MEASURE SUCCESS
Library priorities are recognised in key global ▪ Number and quality of library references in key texts
texts such as the UN post-2030 agenda, as well ▪ Level of uptake of engagement possibilities in the
as relevant regional, national and local ones VNR processes, approaches and cases of success

Library values, including intellectual freedom ▪ Evidence and cases of impact of library engagement
and open science, are reflected in law and advocacy in relevant areas
and policy ▪ Number and quality of library references in key texts

Growing use of IFLA’s resources by library ▪ Share of library associations (and other members)
associations, other members, and the wider using IFLA’s resources in their own advocacy
global library field in their own advocacy ▪ Downloads and use of key advocacy
Libraries are recognised, represented ▪ Level of proactive approaches to libraries by
and valued as partners intergovernmental organisations
▪ Perceptions of value of libraries as partners for
sustainable development

IFLA (and libraries) are increasingly ▪ Number of actions carried out in partnerships with
recognised as a partner of choice within external partners
and outside of the library field ▪ Downloads and use of IFLA’s partnership resources
▪ Level at which IFLA (and libraries) are seen and
valued as a delivery partner

Libraries are increasingly recognised as ▪ Number and experience of partnerships, including

partners by a wide range of partners leading partnerships in areas catalysed by IFLA
to a growing number of partnerships ▪ Level of members engagement in partnership
opportunities that were triggered by IFLA

Increased audience engagement with IFLA’s ▪ Downloads and use of IFLA’s key resources on
resources and communication on key policy policy issues by library associations (and other
issues in the library field members)
▪ Engagement in discussions on blogs (readership,
number of comments)

Increased awareness of and use of IFLA’s ▪ Awareness about IFLA’s advocacy and partnership
advocacy and partnership resources and resources and materials
engagement opportunities ▪ Downloads, uptake and use of IFLA’s advocacy
and partnership resources and engagement
opportunities

Increased ability to talk partners’ language ▪ Reported confidence and sense of agency to use
and a stronger sense of agency within our advocacy opportunities and pursue partnerships
community
Impact Area 03
Libraries are enabled
to deliver meaningful 03
change at all levels

While each library focuses on the needs of Our work here involves:
the individuals and communities they serve, ▪ Developing regional structures which can both
collectively, we have a unique potential to articulate global priorities at their level, and
drive systemic change in the areas in which build high-impact work programmes around
we work. To do this, we need the ability in specific needs within the context of IFLA’s
all parts of the world to support ongoing Strategy
learning, and to design, deliver, and evaluate ▪ Developing an offer of relevant training which
projects, programmes and initiatives which adds value to existing provision and responds
make a positive difference for the future. to identified areas of need, as well as giving
IFLA is uniquely placed to support capacity emerging leaders opportunities to develop
development, drawing on our global skills and profile
networks and the expertise we can mobilise. ▪ Supporting the development of library
associations
This leads to a future where libraries
everywhere have the structures, skills and We know that we have succeeded if:
networks necessary to be resilient in the face of We have developed a stronger regional
change, create possibilities for engagement and profile, with relevant committees and offices
exchange, and collaborate to deliver systemic having a track record of impactful projects.
and meaningful change in their societies. They We have a suite of training activities, in
are better able to evaluate success and draw particular around building impact, that offer
on lessons to innovate, as well as to plan for lessons that are subsequently implemented
the future, notably through bringing forward leading to observable change in practice. We
emerging leaders. can demonstrate a strengthening of library
associations, as well as of library fields, in terms
of delivery capability.

IFLA Strategy 2024-2029

Outcomes and measures of success
OUTCOMES OVER THE PERIOD INDICATORS
OF THE STRATEGY TO MEASURE SUCCESS
Stronger regional profile, with relevant ▪ Ability of Regional Division Committees to articulate
committees and offices having a track record global priorities at the regional level and build
of impactful projects impactful programmes that meet the needs
▪ Ability to implement relationship management
strategy at the regional level
▪ Number of projects with external partners at the
regional level
▪ Level of understanding of the role of Regional Division
Committees and Offices among membership
▪ Value of the work of regional structures to deliver
change at national/regional level

Wider offer of training and professional ▪ Range of training and professional development
development opportunities that meet the opportunities
needs, around building impact and other key ▪ Number of training participants
areas, offering lessons that are subsequently ▪ Knowledge, skills and confidence of training
implemented leading to observable change in participants
practice ▪ Net promoter score (Level of recommending IFLA
trainings)
▪ Uptake of learning outcomes to deliver change in
practice
▪ Relevance of available training and professional
development offer

Ample and diverse opportunities for emerging ▪ Number of emerging leaders engaged in IFLA’s
leaders to develop skills and profile programmes
▪ Value and impact of participation in IFLA’s
programmes among emerging leaders

Increased delivery capability through taking ▪ Number of library associations and their members
relevant actions for impact and sustainability taking part in IFLA’s programmes of developing and
among library associations leading to more strengthening library associations
impactful library fields ▪ Maturity index of library associations and the library
field
▪ Knowledge, skills and confidence to undertake
relevant actions for impact and sustainability among
library associations to deliver change in their library
fields
▪ Share of associations applying engagement and
learning outcomes in practice to deliver change in
their library fields and cases of success showing
positive changes
Enabler
Futureproofing
IFLA

IFLA is uniquely placed, through its global Our work here involves:
reach, its role in intergovernmental fora, its ▪ Ensuring our governance is effective,
member, volunteer and partner community, transparent and fit-for-purpose, and gives all
and its presence in global spaces to play parts of our community a voice
the roles set out in this Strategy. To do this ▪ Ensuring we are effective, consistent, and
into our second century, we need to focus innovative in delivering projects and initiatives,
continually on how we can carry out our in particular in partnerships
missions most effectively. Through this, ▪ Continuing to invest in “our people”, the IFLA
we can achieve a virtuous circle, attracting Headquarters team, so they can respond to
active members, expert volunteers and great community needs and build for the future
partners who in turn enable us to ever better ▪ Developing and implementing a successful
achieve our goal of delivering progress sustainability strategy that allows us to
through libraries. diversify funding and deliver on our goals

This leads to a situation where libraries and the We know that we have succeeded if:
library and information workforce everywhere IFLA’s member and volunteer communities
can continue to count on IFLA to provide a have a strong understanding of what IFLA is
space for professional exchange, a voice for and can offer, and value this. We have a portfolio
libraries globally, and a source of training and of successfully delivered projects, leading to
opportunities to enhance their own work. long-term relations with funders and other
Engagement in IFLA becomes a path to getting partners, as well as a pipeline of opportunities.
involved in exciting and innovative projects that We have a dynamic and motivated HQ team,
bring a wider variety of benefits, and a core pillar able to respond effectively and innovatively to
of the work of library associations, libraries and community needs.
the library and information workforce.

IFLA Strategy 2024-2029

Outcomes and measures of success
OUTCOMES OVER THE PERIOD INDICATORS
OF THE STRATEGY TO MEASURE SUCCESS
IFLA is perceived as being a well-managed ▪ Level of understanding of what IFLA is and can offer,
and valued membership organisation and value of being a member and/or volunteer
▪ Organisational Key Performance Indicators (KPIs)
Greater engagement of IFLA members in ▪ Percentage of Members and Affiliates who use their
governance processes right to nominate and vote in Elections and General
Assembly

Greater portfolio of successfully delivered ▪ Evidence of successfully delivered projects and

projects, leading to long-term relations with future partnership opportunities
funders and other partners, as well as a ▪ Number and intensification of strategic partnerships
pipeline of opportunities.

IFLA has increasingly dynamic and ▪ Motivation and energy among the HQ team
motivated HQ team, able to respond ▪ Perceptions about HQ team among members and
effectively and innovatively to community needs volunteers in terms of ability to respond effectively
and innovatively to the needs of members and
volunteers

IFLA has a sustainable outlook ▪ Organisational Key Performance Indicators (KPIs)

▪ Perceptions about IFLA’s sustainability among
member and volunteers
IFLA Strategy 2024-2029

IFLA Headquarters, 2024

Prins Willem-Alexanderhof 5
2595 BE The Hague
The Netherlands
Tel +31 70 3140884
www.ifla.org

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