Strategic Plan

Mission Statement

Hosting Solutions and Library Consulting, dba HSLC, furthers the missions of libraries by delivering technical solutions and consulting services.

Vision Statement

HSLC grows the capacity of libraries to connect, create, succeed and thrive.

Tag Line

HSLC – We know libraries!

Customer Service Philosophy/Core Values

  • HSLC strives to meet and exceed client expectations for the delivery of products, services, training, and support.
  • HSLC is dedicated.
  • HSLC is knowledgeable, courteous, and responsive to client needs.
  • HSLC provides timely, reliable and consistent support.
  • HSLC is trustworthy.
  • HSLC is a non-profit organization, and therefore is not driven by
    profit motives.
  • HSLC serves with integrity and is accountable to its clients through open communication and effective use of resources.
  • HSLC is listening.
  • HSLC solicits client input on matters important to development
    and delivery of library products and services.
  • HSLC is accessible to its clients for regular and emergency support
    response via mail, telephone, fax, a web-based help desk, and email
    support systems.

Strategic Plan Methodology

The HSLC board conducted strategic discussions at each of the in-person board meetings throughout the 2015 and 2016 calendar years. These discussions lead to updated organization bylaws, name, and mission statement. The discussions also provided a foundation on which to build the 2017 – 2019 HSLC 3 Year Strategic Plan.

The Executive Director, Chair, and Vice-Chair met regularly to discuss methodology, trends and realities of the organization. The board determined goals for the annual planning meeting with the ultimate goal of having a draft plan ready for next steps on the final day of the meeting.

prior to the board’s planning meeting the vice-chair met with the hslc staff for a strategic dialogue that informed the foundation of this plan. the board held a planning retreat with the hslc executive director to develop a framework for the strategic plan. the strategic plan framework was then moved to the hslc staff to flesh out key performance indicators, develop accountability methodology and establish project plans. the plan was returned to the board for additional review and approval or further edits/work by the hslc staff.

After final review by the HSLC staff and board, the board adopted the
strategic plan as presented in this document on 30 June 2017.

Executive Summary

HSLC will celebrate 30 years of service to the Pennsylvania library community in 2018.

In 1986, the Pew Charitable Trusts approached a loose confederation of health science library directors at ten Pennsylvania educational institutions and proposed that the group apply jointly for a health science library-related resource grant to support a shared library automation system, a MEDLINE search system, development of health sciences computer-assisted instruction (CAI) projects, and other library-related programs. Pew initially awarded a planning grant to hire a grant writer and stipulated that the ten institutions formally organize in order to receive future funding. The group received a Pew grant of 8.7 million dollars in 1987, named the grant writer as the first executive director, hired information technology and support staff members, and in January 1988 formed the Health Sciences Libraries Consortium, a 501(c)(3) educational non-profit corporation.

Throughout its long history, HSLC has served in many valuable and different roles, but one of its most notable roles has been as partner to the Pennsylvania Office of Commonwealth Libraries since 2000. This long-standing relationship has caused HSLC to be confused with the service it provides: Access PA and the POWER Library.

This planning process has focused on developing and growing the company in its own right, and to diversify its client base to position HSLC for success over the next 30 years.

HSLC is uniquely positioned to serve other non-profits, but especially libraries. A major goal of this plan is to showcase our competencies in areas that are important to the success of libraries, which in turn will enhance the financial position of the company.

Target Audience

While serving as an internal road map for HSLC staff and its board of directors, this strategic plan is also meant to inform potential funders of the company priorities to be addressed within the next 2-3 years.

Conclusions

Through a combination of branding and brand awareness, service commitments and strategic marketing, HSLC will achieve its goals to become recognized as a premier partner for Pennsylvania libraries, and a financially sound company that no longer relies solely on grant funding for continued operations.

Elevator Pitch

We help libraries transform, and that transforms lives. HSLC’s technical advice, products and services help libraries connect with each other and their communities.

SWOT Summary

Strengths

  • Approach to customer service and relationship building
  • Reputation in library community
  • Training/Conferences
  • Experience and expertise
  • Ability to implement large scale solutions
  • Long-term, respectful relationship with the Office of Commonwealth Libraries
  • High performing staff

Weaknesses

  • Identity confusion/Clarity of responsibilities (grant vs. company)
  • Legacy staff
  • Marketing
  • Grant constraints
  • Lack of non-grant funding
  • Limited expertise with school libraries
  • Communication to participants

Opportunities

  • Partnerships with other companies, organizations
  • Marketing and social media
  • New service offerings (non-grant)
  • New staff
  • Corporate reorganization
  • Expand purchasing program

Threats

  • State and Federal budgets (annual) and impact on revenue
  • Lack of understanding of funding
  • Perception of libraries among public and legislators
  • Competition from other organizations
  • Cost of new technology
  • Technology: Digital divide, Security

Clients

Current Clients

    – Pennsylvania Department of Education: Office of Commonwealth Libraries

    – Legislators (through service provision to constituents)

Potential Clients

    – Pennsylvania Libraries

      – School Libraries (K-12)

      – Public Libraries

      – Academic Libraries

      – Special Collection Libraries

    – School Administrators and School Communities

    – Vendors that serve libraries

    – PaILS – Pennsylvania Integrated Library System

    – IDS – Pennsylvania Inter-delivery Service

    – PA Digital – Pennsylvania’s statewide hub connection to the DPLA

    – Other State Libraries

    – Libraries in other states

    – Library consortia

Stakeholders

Key stakeholders of the organization:

    – Office of Commonwealth Libraries

    – Access PA/POWER Library Participant Libraries

    – Pennsylvania Public Libraries

    – Pennsylvania K-12 Institutions

    – Pennsylvania Academic Institutions

Strategic Plan Overview of Goals

HSLC will focus on five specific areas to achieve the plan to further diversify revenue streams and build a sustainable future for the company:

Goal #1: Increase brand awareness by 20%

This goal will assess and react to company identity from the perspective of the client.

Goal #2: Restore reserve fund to 2008/2009 level

This goal will restore the company’s fiscal safety net which was lost in 2010.

Goal #3: Increase HSLC net-revenue by 2% annually

This goal forms the beginning of the intention to grow non-grant-based revenue on an annual basis.

Goal #4: Create a service level commitment

This goal will communicate minimum expectations for clients and partners doing business with HSLC.

Goal #5: Identify and pursue 5 strategic relationships

This goal serves to actively recruit new potential business opportunities.

Conclusion

By 2019, HSLC expects to have greatly expanded its reach to potential customers beyond the Office of Commonwealth Libraries, and to have secured a stronger financial position upon which to grow.

Planning Forward

Plan updates on Action Items will be provided to the HSLC Board of Directors on a bi-annual basis in June and December.

June reports will factor into the adoption of the annual budget.

Adjustments and additions to the plan will be identified at the annual Board Retreat/Planning sessions.

Board of Directors – June 2017

Deborah Drury, Chair – Elizabethtown Public Library

Ashley Flynn, Vice Chair – Cambria County Library

Anne Frank, Treasurer – Wissahickon Valley Public Library

Kathy Mulroy, Secretary – Radnor Memorial Library (ret.)

Donna Beck – Carnegie Mellon University

Lisa Lopez-Carickhoff – The Baldwin School

Karen Sterling – Pennridge North Middle School

Penny Talbert – Ephrata Public Library

Randy Ziegenfuss, Ed.D. – Salisbury Township School District

Management Staff:

Maryam Phillips – Executive Director

Vincent Mariner – Deputy Director

Alan Simon – Director of Network Services

Doreva Belfiore – Director of Library Services

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