This plan is designed to provide long-term, strategic direction to NMRLS executive board, committees, members, and staff as they make operational plans in upcoming years. The Strategic Planning Steering Committee met with over 100 representatives of member libraries, provided an opportunity for all members to respond to print and online surveys, and researched relevant regional and professional areas. The Committee reviewed the results and drafted this plan. The results pointed to strong member needs in the areas of technology, staffing, and funding.
There is tremendous excitement in the information world. The rapid growth of information resources makes the role of the library vitally important. NMRLS will help members translate this excitement into useful services, successful recruiting efforts, and methods of telling our story to library funding agencies. Regionalization of library services in northeast Massachusetts offers opportunities to achieve economies of scale that are not available to individual member libraries.
The vision and goals are based on the premise that NMRLS will do its best when combining the strengths and resources of its members, executive board and committees, and staff to fulfill NMRLS mission. Our mission is to support academic, public, school, and special libraries with services that enable them to better serve their users, and to establish, encourage, and maintain cooperation among libraries in order to provide access to the widest possible range of resources and information for the people of northeast Massachusetts.
The Northeast Massachusetts Regional Library System (NMRLS) is a community of member libraries and media centers which collaborates to provide timely access to information, materials, training, and expertise. NMRLS strengthens local library services to constituents through resource sharing, the regionalization of services and technology, member participation, leadership of expert staff, and experimental new programs.
As NMRLS moves to the future, the goals for the organization and
membership and operating principles for the executive board and staff outlined
here serve as a guide to bring us closer to our vision. Setting
our sights five years out will better enable us to keep our focus on the
priorities.
Library Technology
Provide leadership, information, and support to members in the areas of
- Developing and implementing new technologies
Information literacy for patrons
- How to use information retrieval tools and developing skills
to evaluate results
Provide leadership, information, and support to members in the areas of
- Library management and best practices
- Including appropriate response to demographic trends
- Marketing, public relations, customer service, and fund raising
Advancing the library profession
- Ensure availability and maximize access to collections, resources,
and services
Engage in timely transfer of information and materials on behalf of users
Encourage members to cooperate in establishing policies and procedures to facilitate access to services
Expand multitype library relationships by strengthening and creating new ties to enhance library services
Promote development and retention of quality collections and materials
- Including the preservation of historical and cultural collections
- Advance the profession through appropriate continuing education opportunities
Enhance the experience of board and committee members with learning, growth, and networking opportunities
Respond as a member-driven organization with the ability to evolve to meet changing needs
Welcome and encourage membership and active participation of all types of libraries
Operate with a small, flexible, well-trained central staff
Attract and retain the most talented professionals and provide them with support, reward, and resources
Partner with appropriate organizations to improve efficiency and services
Seek supplementary funding sources complementary to member library efforts
Pursue promotional efforts to facilitate efficient access to services and ensure ongoing and increased state funding
Update this plan by 2003
Create a new strategic plan by 2005
Members prioritized their opinions about NMRLS in response to the survey. The following results represent responses to three important questions.
NMRLS Strengths
Members identified the following items as NMRLS most important strengths:
- Continuing education and training programs
Electronic databases
Access to collections of NMRLS member libraries
Delivery service
Funding from the Massachusetts Board of Library Commissioners
Knowledgeable staff
- Provide leadership, information, and support to members in the transition
to new technologies, library management, and best practices
Standardize services, procedures, and communications to facilitate access
Expand library relationships by strengthening and creating new ties to enhance multitype libraries
Strengthen the library profession by enhancing access to masters degree education for librarians and library media specialists
Enhance community awareness and assist in public relations for members
Help libraries solicit political support
- Immediate access to computers was the highest priority in answer
to this question followed closely by 24-hour turnaround for filling ILL
requests. Round-the-clock service and the competent and undivided
attention of library staff were in the next level of member priorities.
Ellen Rainville, J.V. Fletcher Library (Westford); Chair, Pat Cloherty, Salem Public Library; John Courtney, Haverhill Public Library; Joe Dionne, Lawrence Public Library; Ben Franckowiak, OLeary Library, University of Massachusetts Lowell; Doris Gallant, Wenham Public Library; Sharon Gilley, Lucius Beebe Memorial Library (Wakefield); Camilla Glynn, Salem State College; Greg Pronevitz, NMRLS; Paige Roberts, Immigrant City Archives (Lawrence); Anne Spraker, Masconomet Regional Jr./Sr. School; Jim Sutton, Memorial Hall Library (Andover)