The Health Science Information Consortium began planning its strategies for 2023 – 2026 at a time when strategic decisions were never more vital. The trends and developments impacting HSIC, an organization that is at the intersection of the healthcare and information sectors are coming from all directions. Healthcare and information – specifically publishing – are volatile. Both sectors are struggling to create new ways of working and increasing sustainability amid continuous technological advances and competition for funds or revenue. In addition, the shifts in the financial, service, operational and delivery models for both healthcare and publishing will have significant impacts on the Consortium and its members both short term and long term.
The opportunities for Information Professionals (IP) are also changing. The pandemic has revealed the library is more than its space and as new opportunities abound in areas of data management, data integration, knowledge mobilization and even Artificial Intelligence, Information Professionals must also rethink services while grappling with how to offer more with already limited resources.
Given these challenging conditions, the steering committee determined simply honing our current service model was likely not sustainable in the long term. With our buying power on the decline, less and less a selling feature for new members, HSIC needs to consider other ways it can continue to add value to existing members and retain and attract members in future. The environmental conditions in which HSIC has operated for the past 15 years are evolving. Simply, HSIC must evolve with them.
However, with still too many unknowns, it is not yet time to jump. Instead, HSIC’s next strategic plan will develop a “bridge to the future.” It will include extensive exploration of different service models/scenarios the Consortium could pursue, fully evaluating each and then choosing the one that will bring continuing value to our members. That plan is laid out here.
SHORT TERM FOCUS – OPERATIONS AND SERVICES
To be best prepared for future opportunities, the Consortium’s focus for the next 12 – 18 months needs to build a bridge to the long-term strategies while:
GOAL - Streamline operations
GOAL - Focus professional development on industry demands.
GOAL - Facilitate effective networking/sharing of marketing/advocacy/professional materials.
MIDTERM FOCUS - EXPLORATION
Exploring different business models, service models and scenarios will provide important inputs for the Consortium and our member libraries to better understand their new operating environment, uncover new opportunities and ensure they continue to thrive.
GOAL - Complete scan/review of:
GOAL - Explore and evaluate each of the following scenarios:
Scenario 1 – Explore new service models
Will this new model drive more growth across province?
Scenario 2 – Status Quo
Scenario 3 – Wind down the Consortium
LONG TERM FOCUS -PROVINCIALIZATION (2025 - 2027)
The long-term approach to provincialization will rely on both the strengthening of the operations and a mid-term strategy that expands growth of membership more broadly across Ontario.
GOAL - Design an approach to request provincial funding: