Strategic Priority 1 - Optimize WRLC’s shared collections facility to facilitate strategic collection management among partners
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Assess partner needs for space beyond current allotments
Survey and interview each partner to determine their space needs for the next 3-5 years (Space needs can include long and short-term storage, staging and review space, and workspace).
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Implement the updated Monograph Retention Policy
Provide partner libraries with sufficient data to deaccession duplicate monographs. Plan and budget for deaccessions in the Shared Collections Facility to increase accession space.
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Review and Refine WRLC Retention Policies as part of a national storage network
Examine WRLC print retention policies in the context of regional and national print storage data and standards, along with WRLC commitments to shared print organizations.
Strategic Priority 2 - Leverage WRLC’s investment in shared library technology (Library Services Platform)
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Expand support services for partners
Identify needs among the partners to use Alma and Primo efficiently and effectively, and develop centralized support offerings at WRLC.
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Create a framework to assess and recommend enhancements or investments in additional tools
Collaboratively develop a process by which all libraries can evaluate new technology offerings that would: improve services, leverage scale, and take advantage of existing shared investments in the LSP.
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Centralize tasks to eliminate redundant work
Examine LSP processes to determine routines and tasks that are currently handled by partners individually that can be performed centrally at WRLC.
Strategic Priority 3 - Maximize access to collections through innovative and cost effective mechanisms
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Grow WRLC resource sharing networks
Expand the Ex Libris peer-to-peer lending program with more WRLC participating partners and formalizing agreements with peer consortia.
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Streamline subscription costs for resource sharing software
Inventory resource sharing software subscriptions at each partner library with their associated costs, and make recommendations that take advantage of and leverage collective investment and scale.
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Optimize workflows for delivery to partners
Identify processes and policies that streamline the sharing of digital content and reduce request-to-delivery time.
Strategic Priority 4 - Develop digital content offerings that align with partner priorities
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Articulate WRLC group acquisition priorities
Review the Coordinated Collection Development Guidelines as well as individual partner acquisition priorities to construct a set of priority resources to acquire that would benefit the greatest number of partners able to participate.
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Assess affiliate or other partnership programs that leverage scale for optimum purchasing power
Ascertain consortia or third party organizations (Lyrasis) that offer access to discounted electronic resource collections and make recommendations for WRLC as a whole to participate.
Strategic Priority 5 - Foster a vibrant WRLC community through professional enrichment and engagement
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Provide programs and workshops that expand skill sets and build organizational capacity
Engage in a coordinated process to prioritize training needs at partner libraries and create a plan to provide programming.
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Identify external training networks, memberships and offerings
Increase professional development and training to WRLC through the use of external speakers and programs that match partner gaps and needs.
Strategic Priority 6 - Ensure WRLC’s sustainability
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Increase partner engagement
Provide meaningful opportunities for the WRLC community to serve on committees, participate in information-exchange, and proactively work on shared solutions to common challenges.
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Identify partnerships that expand services to partners and revenue for operations
Enhance WRLC’s ability to collaborate by strategically growing affiliates and developing service models that will build organizational net assets