Metrowest Massachusetts Regional Library System
FY2007-FY2011 Strategic Plan
Mission
Metrowest, a membership-driven organization of multitype libraries, provides access to resources and services that augment the capacity of individual member libraries. Mobilizing a small force of highly skilled employees and the cooperation of our members, we deliver continuing education and technological expertise, high level reference and consulting services, shared materials, and advocacy leadership to ensure the relevance and vitality of libraries in Metrowest Massachusetts.
Vision
Metrowest is known as the go-to resource for academic, public, school and special member libraries because…
- We develop, evaluate, and deliver core services based on members' assessment of impact and relevance.
- We advocate for member libraries by taking a leadership role on library issues.
- We build partnerships that cultivate cooperation among members and other organizations to maximize resources.
- We design and deliver high quality continuing education workshops in response to evolving member needs and user expectations.
- We encourage and support the mastery of relevant, cutting-edge and emerging technologies.
- We maintain financial stability by strategically preparing for the cyclical nature of funding.
Values
- Metrowest has a commitment to innovation and a willingness to serve as a change agent.
- Metrowest supports objectives that promote resource sharing among the members.
- Metrowest membership enhances the value of each library to its own users.
- Cooperative efforts are intrinsic to the successful delivery of services to Metrowest libraries’ users.
- Diversity of membership among different types of libraries contributes to the strength of this organization.
- Staff development and participation enhance the quality of service.
- The understanding and commitment of the member institutions’ administrators advance the success of Metrowest.
- Metrowest has an essential role in providing to its constituency, and all citizens of the Commonwealth, effective access to and the utilization of information and services.
Strategic Visions and Goals FY2009
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| Tier 1 | Tier 2 | Tier 3 | |||
| Top priorities for the coming year. The bulk of staff time and energy. | Maintenance and improvement of important priorities. Less staff time needed. May include previous Tier 1 initiatives that are now functioning smoothly. | Maintenance of important but lower priorities. Least staff time required. | |||
| We design and deliver high quality continuing education workshops in response to evolving member needs and user expectations. | We develop, evaluate, and deliver core services based on members' assessment of impact and relevance. | We develop, evaluate, and deliver core services based on members' assessment of impact and relevance. | |||
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Goal 1: Provide continuing education workshops matched to evolving needs of member libraries
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Goal 10: Investigate use of technologies for better efficiencies while maintaining a reliable, cost effective delivery service
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Goal 19: Provide direct and mediated supplemental reference resources and services to assist with questions beyond the scope of member libraries individual collections
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Goal 2: Deliver continuing education workshops in ways that enable maximum participation and model new technologies
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Goal 11: Provide member access to resources through development and maintenance of MassCat
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| Goal 20: Provide and promote an appropriate selection of electronic databases based on use statistics
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| Goal 3: Expand professional development for underserved members.
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Goal 12: Provide member libraries supplemental services and materials based on expressed needs within the region
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Goal 21: Provide efficient and cost
effective interlibrary loan services
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| We encourage and support the mastery of relevant, cutting-edge and emerging technologies. | We advocate for member libraries by taking a leadership role on library issues. | We build partnerships that cultivate cooperation among members and other organizations to maximize resources. | |||
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Goal 4: Increase members’ relevance through exposure to and implementation of new technology
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Goal
13: Promote
understanding of library issues and needs to local and state agencies and
organizations
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Goal 22: Develop communication and collaboration opportunities that facilitate library group discussions | |
| Goal 5: Provide technology consultation and training to assist members in planning and implementation of new technologies
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Goal 14: Provide information in cooperation with partner organizations to support library legislative agendas
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| Goal 23: Collaborate with regional and statewide organizations and agencies to share resources and services to members
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Strategic Visions and Goals FY2009 continued...
| Tier 1 | Tier 2 | Tier 3 | |||
| Top priorities for the coming year. The bulk of staff time and energy. | Maintenance and improvement of importantpriorities. Less staff time needed. May include previous Tier 1 initiatives that are now functioning smoothly. | Maintenance of important but lower priorities. Least staff time required. | |||
| We enhance our visibility to maximize members’ use of Metrowest services | We maintain financial stability by strategically preparing for the cyclical nature of funding. | ||||
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Goal 6: Define and promote the unique role of Metrowest.
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Goal 15: Promote the value of Metrowest member libraries
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Goal 7: Implement a marketing strategy for promoting the Metrowest mission
| Goal 16: Search for supplemental funding |
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Goal 8: Develop and promote the Metrowest Web Site as a central source of information
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Goal 17: Evaluate current services for efficiencies and best value |
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Goal 9: Increase Metrowest visibility in members’ communities
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Goal 18: Routinely reevaluate member priorities of core services to maximize cost effectiveness |
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