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NSLS Strategic Directions

Strategic directions are general descriptions of a limited number of areas in which an organization will work. Strategic directions represent a focus for a period of time. The organization will do other necessary work, but strategic directions represents a commitment to concentrate on a few areas. Typically an organization chooses between four and six strategic directions and commits to working on them for up to three to five years.

The following four Strategic Directions flow out of the work we undertook at the strategic directions retreat in October 2002 and were approved by the NSLS Board of Directors at the April board meeting on April 28, 2003.

Life Long Learning

Transition to life long learning as "strategic learning," embracing the individual, the organization, and the community as part of the learning process. Create new knowledge about library practice that can help all learners in the system be more effective. Help individual learners and their employers view learning as integral and intrinsic to practice. Offer a richness of experience in learning by:

• Responding quickly to new issues and trends
• Exploring new technologies
• Facilitating exchange between different types of libraries
• Bringing in outside experts

Telling Our Story/Public Relations and Marketing
Create and find funding for a new approach to telling the story of the 21-century library and librarian. This initiative to be at least a year long and relative to libraries of all types. Employ measurement techniques to ascertain the degree to which this strategic direction is achieved. This to be a system leadership initiative utilizing the power of aggregating member libraries. For member library staff, foster a climate of "Market Thinking" so that staff think about and use the techniques of marketing in planning initiatives and in telling their stories.

New Models of Service

Develop new models of service to enhance the System's entrepreneurial/leadership role and to ensure the future survival of all types of libraries. Model best practices by pursuing new business and funding models, looking at partnerships in new and different ways (including alliances with other library systems), developing a knowledge base to take advantage of areas of expertise throughout the System and creating service models for diversity.

Advocacy

Foster a culture of advocacy to build a deep capability for communicating to policy makers and stakeholders, the value of academic, public, special and school libraries in the information age. Help library staff and trustees view advocacy as integral and intrinsic to library practice and accept advocacy as a more purposeful and focused priority within individual libraries. Develop skills in serving as effective spokespersons and being effective legislative advocates. Provide the information tools necessary to assist in successful advocacy efforts.