Priority I. "To make knowledge and creativity available to the United States Congress."
Strategic plan objectives:
- I.1 To fulfill all congressional mandates so well that Congress confidently continues to rely upon the Library to meet those needs;
- I.2 To meet or exceed needs and expectations of Congress for legislative research, analysis and information services at a level of sustained excellence; and
- I.3 To assure that Congress is fully cognizant of the services and resources of the Library of Congress, and has ready and reliable access to them.
Priority II. "To acquire, organize, preserve, secure, and sustain for the present and future use of Congress and the Nation a comprehensive record of American history and creativity and a universal collection of human knowledge."
Strategic plan objectives:
- II.1 To develop and maintain the Library's universal collections in all formats and languages, acquiring them through copyright, gift, exchange, purchase and transfer, in the most timely and cost-effective manner to support the Library's mission;
- II.2 To ensure that the Library's collections, both physical and electronic, are appropriately secure;
- II.3 To achieve arrearage reduction goals;
- II.4 To provide innovative and effective bibliographic, intellectual and physical control that is appropriate, timely and of high quality for all of the Library's collections;
- II.5 To ensure the preservation of the Library's collections for current and future use, using appropriate preservation treatment and technologies;
- II.6 To lead the development, maintenance, and dissemination (both nationally and internationally) of standards needed for: effective electronic interchange of documents and bibliographic data; preservation; and the theory and practice of cataloging; and
- II.7 To organize, sustain and make more usable the record of American creativity through copyright registration, deposit and recordation systems.
Priority III. "To make the Library's collections maximally accessible to Congress, the U.S. government more broadly and the public."
Strategic plan objectives:
- III.1 To lead in the area of electronic outreach by contributing to a national digital library that provides both broad access to the Library's collections and links to other significant, publicly available information, regardless of its location and format;
- III.2 To make the Library's collections available both nationally and internationally through use of digital technology, lending and document delivery;
- III.3 To provide high-quality service to users accessing the Library by telephone, correspondence and electronic means;
- III.4 To sustain high-quality service to users of the Library's reading rooms, research areas and collections;
- III.5 To broaden awareness and use of the Library's special and foreign-language collections and reading rooms;
- III.6 To sustain and improve high-quality service to blind and physically handicapped patrons; and
- III.7 To develop a plan to continue the National Digital Library Program beyond the year 2000.
Priority IV. "To add interpretive and educational value to the basic resources of the Library in order to enhance the quality of the creative work and intellectual activity derived from these resources, and to highlight the importance of the Library to the nation's well-being and future progress."
Strategic plan objectives:
- IV.1 To foster creative scholarship in the Library's unique collections including foreign-language and special-format materials;
- IV.2 To promote awareness of the Library and fuller and more varied use of its resources through national and international copyright services, exhibits, concerts, publications, associations, conferences, colloquia and other interpretive programs.
Enabling Infrastructure: "To accomplish its mission the Library must have an efficient and effective infrastructure with five key components:
- "The mobilization and motivation of human resources in all parts and at all levels of the Library.
Strategic objectives are to provide human resources leadership to the Library's internal constituency; formulate and put in place a comprehensive personnel program that will significantly improve timeliness, efficiency and responsiveness to client needs; and promote equal employment opportunity at the Library of Congress and facilitate resolutions of disputes fairly and quickly. - "The provision and delivery of electronic services in order to serve the departments of the Library in the execution of the Library's mission and priorities with speed, quality and economy.
Strategic objectives are to align the Library's current information technology resources with its overall priorities and develop technological architecture that will support the Library's objectives; improve information technology customer satisfaction, and establish and enforce information technology standards that will ensure compatibility of information technology systems. - "The allocation and use of space and equipment in order to preserve and make accessible the artifactual collections and to maximize the efficiency, productivity and well-being of the staff.
Strategic objectives for support services are to promote occupational health and safety and provide a healthy, safe environment for staff and visitors; provide facility management, space and interior design support; provide procurement and logistical support, and provide records management, mail distribution, printing and transportation services. - "The operation of modern financial and information systems to facilitate decision-making and ensure accountability.
Strategic objectives are to provide financial services (budget, accounting, disbursal and travel) to its clients and conduct program activities, allocate resources and ensure accountability; and improve the Library's financial and legal framework, policies and procedures. - "The operation of effective security systems that ensure adequate access and at the same time provide maximum protection for the staff and patrons, facilities, data and collections."
Strategic objectives are to ensure the security of Library staff, visitors, facilities, collections and other assets.