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METRO Strategic Plan 2009

METRO Strategic Plan 2009

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2009-2014 Strategic Plan for Metropolitan New York Library Council
2009-2014 Strategic Plan for Metropolitan New York Library Council

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Published by: Metropolitan New York Library Council (METRO) on Jul 29, 2009
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Metropolitan New York Library Council(METRO)
 STRATEGIC PLAN 2009-2014 
 
 
METROPOLITAN NEW YORK LIBRARY COUNCIL
 
2
TABLE OF CONTENTS 
Page
Introduction
3
 
Mission, Vision and Core Values
 
4
 
Strategic Goals
 
I.
 
Be a Recognized Leader in the Library and Knowledge-Management
 
World
Undertake continuous environmental scanning  Establish METRO as a hub for dialogue and collaboration on critical issuesStrengthen strategic planning among our members
II.
 
Provide Our Members with Outstanding and Innovative Services
 Develop the highest quality services and support for our members Provide outstanding professional development resources for librarians and otherswith knowledge-management responsibilitiesStrengthen our advocacy on behalf of libraries and the library profession as awhole
III.
 
Expand and Enrich Our Membership
 Diversify our membership Improve the systematic assessment of member needs
IV.
 
Strengthen Our Organizational and Management Capabilities
Strengthen our executive and program team Enhance our governanceMaximize the use of technology to achieve our goals
V.
 
Ensure Our Long-Term Financial Health
 Diversify and supplement our funding streamsStrengthen our case for the continuation of 
 
 substantial operating support by NewYork State Design and implement a long-term financial plan
Measures of Success
14
 Conclusion
15
 
 Appendices
I.
 
METRO’s Programs and ServicesII.
 
METRO’s Strategic Planning ProcessIII.
 
Overview of the Changing Library World
 
 
METROPOLITAN NEW YORK LIBRARY COUNCIL
 
3
INTRODUCTION
For more than 40 years, the Metropolitan New York Library Council (METRO) hasserved as a unique resource to libraries in the five boroughs of New York City andWestchester County. Chartered in 1964 by the New York Board of Regents to “promoteand facilitate utilization of existing resources and to develop additional library services inthe New York metropolitan area,” METRO has played a valuable role in strengtheningthe regional library network, providing a forum for its member libraries to shareresources and best practices, promoting professional development and advocating for government funding for libraries and library systems.Today, METRO is the largest of New York State’s nine reference and research libraryresource systems (3Rs) and the state’s oldest continuously operating library council.Based in Manhattan, METRO is located in the heart of the country’s most vibrant anddiverse center of arts and culture, media, education and civic life.METRO serves a diverse network of more than 250 members and brings together publicand school library systems as well as academic, hospital and special libraries. Our member organizations collectively represent more than 1,200 individual libraries, someof which are among the nation’s largest and most prestigious. METRO provides a broadrange of programs and services to its members, including professional development programs, resource-sharing services and grants, as summarized in
 Appendix I 
.This Strategic Plan was developed through a broadly consultative and inclusive processwith a goal of defining METRO’s identity and vision consistent with the needs of itsmembers; the demands of a rapidly changing library/information world; and the beliefs of the METRO Board of Trustees, staff and members about what course the organizationshould take.
 Appendix II 
describes the planning process and provides important insightson METRO’s strengths and challenges in advancing the Strategic Plan.The context for METRO’s strategic planning process is discussed in
 Appendix III 
, whichsummarizes some of the complex and dramatic changes currently underway in the libraryand knowledge-management world.The final draft of the 2009–2014 Strategic Plan was adopted in principle by METRO’sBoard of Trustees upon the unanimous recommendation of the METRO StrategicPlanning Committee at the Board of Trustees meeting on December 2, 2008.The development of this strategic plan was supported, in part, by a generous grant fromthe Andrew W. Mellon Foundation.

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