LOGO

SFG Medical Library

SFG Services, Inc.Sharla Carpenter, President

Fran Varella, Secretary

ReGina Reynolds, Board Member

Table of Contents

New Priorities5

Organizational Profile2

Preparation/Planning3

Current Reality4

Executive Summary1

Action Plan6

Contingencies7

Concluding Remarks8

Group Synopsis9

1. Executive Summary

SFG Medical Library has been a part of San Fran Medical College since it was established in 1965. San Fran Medical College has been a private institution since its creation. In 2009 the President’s Board of Directors decided to make the transition to become a public institution in the year of 2010.

1. Executive Summary: GOALS

GOALS

3. Be a viable resource & research center for

community members & medical community

1. Provide knowledge about medical conditions

2. Provide information about medical condition & treatment options

Problems:

1. Relationships

2. Quality & Reliability of information & research

3. Promoting/Marketing

4. Atmosphere

1.Executive Summary

Methods – Recommendations

1. Informal Meetings & Introductions

2. Network with other libraries

3. Create PR/Marketing action plan

2. Organization Profile: OVERVIEW

Why is S.P. Needed? Private to Public

institution Serving medical

community & community members of SFG Town

Hierarchical arrangement needs realignment

Historical Context Private to Public

Past: serve only college community

Past: 1 Director,

2 Assistant Directors

www.themegallery.com

2. Overview Cont.

Why now?*Need to advance relationship to outside community *Sustain creditability as medical learning center/information center*Remain a viable information resource in the future despite changes within college culture or community of SFG Town

Time Period:*3 Years (2011-2014)*Allows time to

develop new professional relationships, increase creditability as medical information center, expand servicecreate and implement marketing action planestablish rules & policies related to HIPPA

2. The Organization

Assistant Director: Campus

Operations

2 Full-time1 Paraprofessional

(Student Body)

LibraryDirector

Assistant Director: Community Relations

2 Full-time1 Paraprofessional

(Student Body)

2. Mission

Expanding the horizons of medical knowledge through biomedical research and assisting the advancement of medical and related sciences through the collection, dissemination, and exchange of information important to the progress of medicine and health.

Serve as a vital health information resource for the public, educators and medical students within all disciplines.

Creating information resources and access tools for molecular biology, biotechnology, toxicology, environmental health, and health services research.

Educating and training physicians and other healthcare professionals.

Continually striving to improve the health status of our San Fran community.

LOGOSFG SERVICES, Inc.

Vision Statement

PROVIDING THE FORESIGHT OF THE

FUTURE TO EXPAND THE SCOPE OF TODAY’S

MEDICAL KNOWLEDGE.

3. PREPARTION/PLANNING

Text

Text

Text

Who will be involved?

Why?

What are contributions of each

person?

Dynamics or factors setting limits

Aspects or elements of organizational culture

affecting Strategic Planning

Library Management Team Planning Factors

4. Current Reality: Environmental Scan

What’s going on outside the library1

Outside the department/program/unit2

Trends impacting the library3

Drivers/trends affecting organization4

Pain or cost of not being strategic5

4. Current Reality: S.W.O.T. Analysis

S.W.O.T. Analysis

STRENGTHS

WEAKNESSES

EXTERNAL OPPORTUNITIES

EXTERNAL THREATS

www.themegallery.com

4. Current Reality Cont.

Organization Performance

What activities are currently being implemented?

What are desired performance targets or results?

Gap Analysis

How do the actual results being obtained from current activities compare to desired

results?

5. New Priorities

*Providing: research articles, access to

databases & individualized research

*Top resource for university medical center:

for medical students & patients

*Two-fold service: serving university/students but

also community

*No longer internal department

*Extend service to community

*Need to work on PR, marketing & relationships

*Provide variety of information sources

*Search for vendors to fit needs of all patrons

1. Library will provide information to both

laypersons and medical personnel in the community

2. Library will develop protocol to ensure

HIPPA requirements are followed by library

staff.

Strategic Profile

Future Vision

Strategic Initiatives

6. Action Plan

E

AB

CD

Action Plan

F

6. Library Operating Budget

2010 Actual 2011 Budget

2012 Budget Request

Municipality/County $ 62,050 $ 64,532 $ 67,115

School funding $ 12,000 $ 14,250 $ 16,500

Fines $ 850 $ 900 $ 945

Photocopier and other Fees $ 100 $ 100 $ 105

Operating Income Total $ 75,000 $ 79,782 $ 84,665

Operating Income

BUDGET SUMMARY

6. Library Operating Budget Cont.Operating Expenditures 2010 Actual 2011 Budget 2012 Budget

Request

Salaries and wages $ 39,750 $ 41,738 $ 43,925

Employee benefits $ 11,925 $ 12,522 $ 13,180

Books $ 8,000 $ 8,787 $ 9,250

Periodicals $ 1,330 $ 1,400 $ 1,470

Video materials $ 1,500 $ 1,750 $ 2,000

Audio materials $ 1,200 $ 1,500 $ 1,725

Software and Databases $ 420 $ 425 $ 450

Contracted services $ 2,200 $ 2,310 $ 2,425

Staff and board continuing education $ 950 $ 1,000 $ 1,050

Public programming $ 600 $ 650 $ 900

Telecommunications $ 1,425 $ 1,500 $ 1,575

Utilities $ 3,800 $ 4,000 $ 4,200

Equipment repair $ 475 $ 700 $ 715

Supplies $ 1,425 $ 1,500 $ 1,800

Operating Expenditures Total $ 75,000 $ 79,782 $ 84,665www.themegallery.com

7. Contingencies

www.themegallery.com

A Lack of appropriate budget – limited community response –

limited staff support

Budget: concern as university decides not library

University needs to understand new role of library: expand service to community

Library needs to ensure its vitality to the community

Staff support plays crucial role in transition from private to public

Lack of community involvement will require increase of communication to meet community’s needs

Community support will be crucial to transition – library will work to meet the stated needs of the community

8. Concluding Remarks

Plan is essential to Ensure a positiveTransition from Private to Public

Institution

1 2

All stakeholdersWill be involved,Including library

Staff.Meetings will be

Held on a Regular basis

Express confidence

and commitment, while also being

realistic and humble in the

face of uncertainty

3

9. Group Synopsis

Aug. 28

Sept. 6

2003

SFG Services, Inc.

Meetings held @ 2 pmException: Aug. 28 @ 12 pm

Communication:Blackboard (Bb)Adobe pro connectE-mails & TextPhone Calls

Meetings:Aug. 28: In person, EmporiaRemainder: Adobe pro connect

2002

Nov. 21

Oct. 17

Sept. 26

Oct. 24

Nov. 7

Sept. 12

9. Group Synopsis Cont.

Concluding Statement

Group: good will, professional respect, empathy, and

strong bond among members

Accomplished: progress, brainstorming, information sharing, teamwork & support of members & assigned tasks

Meetings: 100% attended @ 1.25 hrs. each

Communication: Consistent, between meetings,

check-inswww.themegallery.com

LOGO