At their March meeting, the Library Directors Council approved a WRLC strategic planning process for FY25 that includes temporary changes to the current committee structure (see chart below). There will be opportunities for all library staff to provide input and comments on strategic planning later in the fall. In order to align and optimize the work of WRLC and our partners, committee structure will be determined during Spring 2025 after the strategic plan priorities are finalized.
During FY25, all continuing committees will provide quarterly updates to their WRLC Staff Liaisons. The updates will be compiled for LDC discussion and review. Any additional committee questions that would have been handled by the Steering Committee can also be sent to LDC through the WRLC Staff Liaison. Continuing committees are expected to meet as necessary to complete any remaining tasks from previous initiatives and address normal annual operations in their relevant areas. During FY25, APAC will address a small number of ongoing responsibilities (ex. NERS voting) via asynchronous engagement on Basecamp.
Committees
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FY25 Status
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Coordinated Collections
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Continue
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Resource Sharing
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Continue
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Metadata
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Continue
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Electronic Resources
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Continue
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Sharing Expertise
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Continue
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APAC
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Pause
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Preservation
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Pause
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Steering Committee
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Pause
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Washington Research Library Consortium
2024 Strategic Planning Process
The intended outcome of this process is a strategic plan document that (a) includes, and aligns with, the WRLC vision, mission, and strategic priorities and that (b) defines 3-5 high level initiatives that reflect what WRLC partner institutions aspire to accomplish together through 2028.
Strategic Planning Process
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June/July (LDC Retreat)
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Environment review: Opportunities/challenges for WRLC member institutions.
Vision/Mission/Strategic Priorities. Review of WRLC Vision, Mission, Strategic Priorities
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August-
September
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Individual visioning discussions: Through 1:1 Zoom/calls, the ED engages LDC members in identifying high-level goals the WRLC should pursue; the ED will then identify commonly-shared aspirations across the WRLC.
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September (LDC Meeting)
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Identifying internal barriers to shared aspirations: LDC members and WRLC staff identify underlying contradictions related to shared aspirations.
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Generating/affirming key focus areas: LDC members and WRLC staff generate a range of focus areas that will move the consortium toward our shared aspirations.
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October (ED & small LDC group)
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Drafting initiatives: ED & small LDC group synthesizes outputs from September LDC meeting into a small set of strategic priorities that will advance the WRLC’s key focus areas.
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November-
December
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Gather comment on draft initiatives: Draft strategic priorities will be shared with stakeholders: committees, Board, and LDC partner staff for comment.
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January
(LDC meeting)
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Finalizing initiatives: ED/Chair present a complete draft of the strategic plan document (strategic priorities and set of initiatives ) to LDC for endorsement. Following LDC feedback, the plan goes to the Board for approval.
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Connecting Strategic Plan to Operational Work and Initiatives
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January-
March
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Mapping existing work: WRLC & partner staff map existing operational work to the new initiatives to show how existing work aligns with the new initiatives.
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March
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Begin identifying structure for new plan: WRLC and partner staff share mapping with LDC, with recommendations for committee structure for FY26.
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