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Strategic Outlines and Principles (SOaP)

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This page contains the draft of a document called the Strategic Outlines and Principles (SOaP). The purpose of the SOaP is to provide the organization with a set of enterprise-wide statements by which all Library activities, projects, and goals will be governed. The SOaP will include the Library’s:

  1. Mission statement, which articulates the organization’s reason-to-be;
  2. Vision statement, which outlines the better future for which the organization is working;
  3. Values statements, which express our shared beliefs and behaviors that guide our actions and decisions – they are non-negotiable, and all staff must accept and live them;
  4. 20-year goal (what Collins and Porras in Built to Last called the BHAG - Big Hairy Audacious Goal), which serves as a clear and compelling finish line that belies our larger aims.

This is your opportunity to read this draft and share your feedback. In doing so, please be aware of the following guidelines.

SOaP Feedback Guidelines

  1. Be polite. (Give good internal customer service in how you write and how you respond.)
  2. Be professional. (See number 1.)
  3. Be proactive. (Do you have a proposed solution to your feedback?)
  4. Be forthcoming. (Don’t be afraid to ask a question. This form is intended to promote open dialogue across the system.)

Strategic Outline and Principles (SOaP)

Mission
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We make people smarter.

Rationale: Everything we do – every action we take, every service we perform, every initiative we champion – we do to ensure that our members can and will make better decisions for themselves, their families, and their communities. By making people smarter we position the Library to achieve the Vision.

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Vision
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To be the community’s hub for critical thinking, creative problem-solving, and lifelong enrichment.

Rationale: As our community’s intellectual competitive advantage, we will focus our efforts to become the platform for community success, by understanding its needs, analyzing its opportunities, and working with our partners to create a shared better future. As the community’s hub for critical thinking, creative problem-solving, and lifelong enrichment, the Library will achieve the 20-year goal.

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20-Year Goal
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By 2035, every person in the community will use a library service.



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Values
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Library Members First

We are committed to the success of each of our members.

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Integrity and Trust in Us and by Us

Public confidence can only be achieved when we demonstrate honesty, accountability, and stewardship of the community resources committed to us, including people, time, assets, and funds. In addition, we can only be trusted when we trust our members, colleagues, and partners.

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Respect for Members and Each Other

We treat the questions, ideas, and contributions of each of our members, colleagues, and partners with the highest level of respect.

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Freedom to Learn

We treasure and protect each member’s freedom to read, view, and learn in order to achieve his/her highest potential.

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Commitment to Learning as Enjoyment

We believe that learning is deepest and most effective when it is enjoyed, and we are dedicated to entertaining our members while delivering on the Mission.

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Individual Growth and Organizational Development

Constant improvement of the Library is only possible when each of us commits to expanding our professional knowledge and skills.

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Strategic Plan and Business Plan Development
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Overview

Date:  September 5, 2015

The following annotated outline lays out the basics of the planned Metropolitan Library System strategic planning process for fall 2015 and spring 2016. A list of additional notes and definitions follows the outline.

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