805 strategic plan

WICHITASTATEUNIVERSITYLIBRARY–RESERVEDEPARTMENTSTRATEGICPLAN 1

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WichitaStateUniversityLibraryReserveDepartment

StrategicPlan20112013

K a t h r y n P a t r i c k , R o b y n T i e m e y e r , H i l l a r y M c H e n r y , D e e d r a T o t t e n L I 8 0 5 D e c e m b e r 2 0 1 0

2 WICHITASTATEUNIVERSITYLIBRARY–RESERVEDEPARTMENTSTRATEGICPLAN

TTTaaabbbllleeeooofffCCCooonnnttteeennntttsssEXECUTIVESUMMARY........................................................................................................................................3

INTRODUCTION ...................................................................................................................................................4

PLANNINGTEAM .................................................................................................................................................5

PLANNINGFACTORS...........................................................................................................................................6

CURRENTREALITY .............................................................................................................................................7ENVIRONMENTSCAN ................................................................................................................................................................7SWOTANALYSIS ......................................................................................................................................................................8ORGANIZATIONALPERFORMANCE ........................................................................................................................................9GAPANALYSIS ........................................................................................................................................................................ 10

NEWPRIORITIES ............................................................................................................................................... 11STRATEGICPROFILE............................................................................................................................................................... 11FUTUREVISION....................................................................................................................................................................... 12STRATEGICINITIATIVES ........................................................................................................................................................ 12

ACTIONPLAN...................................................................................................................................................... 14STRATEGICINITIATIVES ....................................................................................................................................................... 14PERFORMANCEMANAGEMENT............................................................................................................................................ 19

CONTINGENCIES................................................................................................................................................ 20

BUDGET ............................................................................................................................................................... 21

ACTIONPLANTIMELINE ................................................................................................................................ 22

CONCLUDINGREMARKS.................................................................................................................................. 23

REFERENCES ....................................................................................................................................................... 24

APPENDIX1:ORGANIZATIONALCHART ................................................................................................... 25

APPENDIX2:FLOORPLANBEFORE............................................................................................................ 26

APPENDIX3:FLOORPLANAFTER............................................................................................................... 27

SUMMARYREPORTOFTEAMPROJECTACTIVITIES ............................................................................. 28


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AblahLibraryislocatedonthemaincampusofWichitaStateUniversity(WSU)inWichita,Kansas.Servingapopulationofover14,000students,theuniversityadministrationhasrecentlylauncheda“ReshapingInitiative”(Miller,2009)toweatherthecurrenteconomicdownturn.AblahLibraryhasadjustedbudgetpracticesandoperationtoalignwiththe“ReshapingandRebuilding”ofWSU.

OnesegmentofAblahLibrary,theReserveDepartment,isundergoingadramaticshiftinservicesanduserdemand.WiththeimplementationofBlackboard,anelectronicclassroomresource,facultycanpresentmaterialtotheirstudentselectronically,eradicatingtheirneedtoutilizeCourseReserve.Whilethedepartmentisstillneededfortangiblesources,thenumberofitemsplacedonReservebyfacultyhasdrasticallydecreased.

Reservealsohousesthelibrary’speriodicalprintcollection,whichisalsodecreasingasmorejournalsarebeingmovedfromprintsubscriptiontoelectronicdatabases.Additionally,thelibrary’smicroformcollectionisstoredhere,thoughtherehavebeentalkstoweeddownthecollectionormovetoastoragefacility.Thesetwofactorsopenupaphysicalspacethatisinaprimelocationforpatrontraffic.Libraryadministrationhasmentionedthatthiswouldbeagoodareatoofferstate‐of‐the‐artdigitalservicestothestudentbody,aservicenotcurrentlyoffered.

Thereareanumberofuncertaintiesthatmayimpactthefindingsandrecommendationsofthecommittee.First,thelibraryiscurrentlyundertakingasearchforanewdean,andsecond,aftertheretirementofthelongstandingsupervisor,thedepartmentiscurrentlyoperatedbyasingle,experiencedemployeeandstudentassistantssupervisedbyanewlyhiredAccessServicesManager.Finally,theeconomicclimateisstillworrisome;thoughthepreviousfiscalyear’sbudgetcutsmayhavebeensoftenedbytheFederalStimulusPackage,thereisnosuchactionexpectedinthecomingyear.

TheWichiporiaCommitteehasestablished5differentinitiativesthatconsistof13newgoalsfortheReserveDepartment.Theyareasfollows:Initiative1‐ProvideaccessandmaintainequipmentInitiative2‐UtilizemarketingtoolsandcapitalizeonsocialnetworkingopportunitiesInitiative3‐TrackdepartmentalstatisticsandchangetrackingmethodtoelectronicInitiative4‐Reducelow‐usetechnologies,weedcollection,andreassessmicroformsInitiative5‐Researchtechnology,determinetechnologyneeds,researchfundingsources

Thecommitteehasconsideredfactorsthatmayimpactthesuggestedplanofaction,andhasincorporatedanumberofsuggestedalternativestoensurethattheinitiativesandgoalsaresuccessfulevenifthefinancialinvestmentcannotbemade.ThisplanisintendedtoaligntheReserveDepartmentwithAblahLibrary’smissionstatementandpurposetoservethestudentsandfacultyofWichitaStateUniversitywithahighdegreeofserviceandintegrity.


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TheWichitaStateUniversityLibraryReserveDepartmentisinaperiodofchange.Thelong‐standingdirectorhasleft,andmaynotbereplaced.Theincreaseduseofcomputers,InternetandtoolslikeBlackboardarereducingtheworkdonebythedepartment.Periodicalsarebeingswitchedtoelectronicformat,whichmeansthatmorephysicalspaceisbecomingavailableinthearea.AllofthesecircumstancesmakethisagreattimefortheReserveDepartmenttoexpandtheservicesitofferstostudentsbytransitioningintoaReservesandMediaServicesDepartment.

TheOrganizationTheReserveDepartmentislocatedonthefirstfloorofWichitaStateUniversity'sAblahLibrary.TheReserveDepartmentemploysonestaffmember,sixstudents,andfourGraduateAssistants.ThedepartmentformerlyincludedaSupervisor;however,thatpositionislikelytobeeliminated.ThedepartmentispartofAccess/OutreachServicesundertheDirectorofPublicServices,andreportstotheAccessServicesManager(seeAppendix1).GuidingValuesTheReserveDepartmentsupportstheWichitaStateUniversityLibrary’smissiontomakeavailabletheinformationresourcesnecessaryforlearning,teaching,andresearchandtoprovidetheservicesthatenablestudents,faculty,andstafftousetheseresources.MissionTheReserveDepartmenthastraditionallybeenaphysicallocationforperiodicalsandmicrofilm,andhashandledreserverequestsfromfaculty,holdingthosematerialsforstudentsormakingthemavailableonline.Thedepartmenthasexpandedtoprovidemediaservicestofaculty,andwishestomaketheseservicesavailabletostudentsaswell.Theirnewmissionwillbetohandlereserverequestsandtoprovidealocationformediaequipmentforbothprofessorandstudentuse.


PPPlllaaannnnnniiinnngggTTTeeeaaammm MainTeamThemainteamwasresponsibleforgatheringtheauxiliarymembersoftheplanningteam,andfordrafting,revising,andfinalizingthestrategicplanbasedonothercontributions.Themainteamwascomprisedof:

RobynTiemeyerTeamLeader,gathereddepartment‐specificinformation,compiledExecutiveSummary

KathrynPatrick

TeamSecretary,draftedroughcopyundergroup’sdirection,compiledConcludingRemarks

DeedraTottenCompiledediteddocument,createdcurrentandprojectedfloorplans,contributedcontent

HillaryMcHenry

Compiledtimeline,contributedcontent,createdbudget,presentationleaderAuxiliaryMembersThemainteamreliedonmanyothersforinputandsupport.Theseauxiliarymemberstotheplanningteamincluded:

Technologyadvisor(SystemsDepartmentRepresentative)Contributedtechnologicaladvice,helpedtoensurethatthetechnologyaspectsoftheplanarefeasible.

Representativesfromthefacultyandstudentbody

Theserepresentativescontributedfeedbacktoensurethatthestrategicplanmeetstheneedsoftheirpopulations.Othermembersofthestudentbodyandfacultyhaveandwillcontributeviaemailsurveys.

AccessServicesDirector,DirectorofPublicServices,andAssistantDean

Themanagementteamcontributedinformation,feedback,andapprovalforthestrategicplan.


PPPlllaaannnnnniiinnngggFFFaaaccctttooorrrsssLimitingFactorsThisstrategicplanwaslimitedbyanumberoffactors,theprimaryonesbeing:

SmallstaffReserveshasonlyonestaffmember,sixstudents,andfourgraduateassistants.Theformersupervisorpositionisunlikelytobefilled.

Finitephysicalspace

ReservesalsohousesleisurereadingandDVDs—popularcollectionsthatmustbeconsideredinthefutureoftheReservesDepartment.

Limitedfunds

Thefederalstimulusmoneyisslatedtorunoutbythenextfiscalyear.

AdministrativechangesThesearchforanewDeanofUniversityLibrariesisongoing,withthepositionnotexpectedtobefilleduntilJuly1st,2011.Theinterimdeanisalsotheuniversity’schiefinformationofficer,andthereforehaslimitedtimeandavailabilitywithwhichtoplayanactiveroleinplanning.

PositiveFactorsTherearealsofactorsthatwillhelptofacilitatethisplan:

TechsavvylibrariansThelibraryishometotwonewfacultylibrarianswhoaretechnologicallycomfortable.Notonlywillthisprovideavaluablealternatesourcefortechsupport,buttheywillhelptofosteratechnology‐positiveculturewithinthelibrary.

Libraryreadyforchange

Theinterimdeanwishestomaketheareaintoafacultylounge;anideawhichthelibraryfacultyopposes—theywanttohaveanalternativeready.Thepopularoppositiontotheloungeideamakessomethingthatmayhavebeenalimitationintoapositivefactor.

OrganizationalCultureFinalconsiderationsare:

ChangeisalwaysdifficultTheattitudesofsomefacultymembersoradministratorsmayimpedeprogress.Reserveswillneedtobesensitivetotheorganizationalculturesaroundthem,andtrytomitigateanyresistance.

Youcan’tpleaseeveryone

Manypeopleusethisareaofthelibrary,soitmaybeachallengetoalloweveryonewhowantsinputtohaveasay,letalonetoimplementeveryone’sideas.Reserveswilldotheirutmosttoensurethatthecommunityisinvolvedbywayofemailsurveys,andfrequentcommunication.


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EnvironmentScanThefollowingtrends,activities,andissuesareimpactingthecurrentsituationinthedepartment:

Money/FundingTheWichitaStateUniversitycampusislocatedinamediumsizedmetropolitanareathathasbeenhithardwiththerecenteconomicdownturn.Majorindustriesintheareaareaircraftproductionandagriculture,bothsegmentsthatareslowtorecoverfromarecession.Publicschoolsaremakingdrasticcuts,includinglibrarymediaspecialistpositions.TheyhavebeensimilarlyaffectedbythesituationwithStateandFederalfunding.Financesareamajorconcerninallareasoncampus,asfederalstimulusmoneythatkeptthepastfiscalyearafloatwillberunningoutnextyear,andthereisnosupplementonthehorizon.

DigitizationDuetothebudgetconstraints,printserialsubscriptionsarebeingeliminatedinfavorofelectronicsubscriptionspurchasedasapackagefromserialvendors.Thecostsofthesesubscriptionsgenerallyraiseannually4‐6%.

EnrollmentdownTocounterbalanceaslightdeclineinenrollment,thereisapushbytheuniversityforfacultytoembracedistance‐learningtrendssuchassatellitecampusesandtoolslikeBlackboard.Thelibrarywantstomaintainvisibilitythroughoutthesechanges,havingrecentlydevelopedasatellitecampusdeliveryprogramandanewlyalignedwebsite.

Technologytrends

BoththeelectronicreserveandBlackboardareofferingsimilarmethodsforfacultytoelectronicallyprovidejournalarticlesandelectronicbookchapters.Also,consideringtheinterimdeanisalsotheuniversity’sChiefInformationOfficerandprofessorofelectricengineering,thereisabigpushtoincorporatecuttingedgetechnology.

Failuretoadapttothechangesinthewaythatstudentsgatherinformationwithinthecampusenvironmentwillundoubtedlyimpactsupportfromuniversityfacultyandcampusadministration.Theramificationscouldnegativelyaffectallocationsofcampusresourcestothelibraryasadepartment,includingfunding,andwouldleavetheorganizationtrailingbehindtherestoftheacademicenvironmentatWSU.


SWOTAnalysis

Strengths:TheReserveareaisfortunatetohaveastaffmemberwithover18yearsofexperienceworkinginthedepartment;ithasavisiblelocationwithinthelibrarybuilding,andcontainshighcirculatingcollections.

Weaknesses:

Theaestheticsoftheareaareinneedofupdating;furnitureandmarketingfixturesareoutdatedandshouldbereplacedwithmoremodernandperhapslightweightdesigns.Thedepartmentalsoofferslimitedcomputerequipment(onlytwoApplecomputersavailableforuse),andstudentscomplainaboutthepoorwirelesssignal.

Opportunities:Betweencuttingdownonprintperiodicalsandmicroforms,aworkableamountofspaceisopenedupforanewlayoutandtolocatenewtechnologiesnotpreviouslyofferedbythelibrary.Anumberofdepartmentsoutsideofthelibrarymaybeconsultedonwhattoaddtothespace,suchasEnglishandtheMediaResourcesCenter.Someideasthathavebeensuggestedareaspaceforgroupsof10‐16toviewalargescreenoraquietlocationtoproduceaudiofilessuchaspodcasts.

Threats:ThereisaslightpossibilitythatAccessServicesmaylosecontrolofthespacesothatitmayservecampusfaculty.Also,budgetcutsareindangerofcuttingintosomeofthesources,andhavealsodelayedhighdemandtechnologyupgrades.


OrganizationalPerformance

Activities/Servicesoffered:‐ Televisionandvideoviewing‐ AccesstoApplecomputers‐ Documentscanning‐ Colorprinting‐ Microformviewing‐ Headphonesforstudentstocheckout‐ Video(VHSandDVD)checkout

TelecourseDVDs PopularMovies

EquipmentlocatedintheReservedepartment:

Equipment NumberAvailableTVwithcomboDVD/VCR 7TVwithVCRonly 2MicrofilmPrinter 2MicrofichePrinter 2Microfilm/fichePrinter 1DigitalMicroformReader/Printer/CDBurner 1MicrofilmReader 4MicroficheReader 3MicrocardReader 1CDPlayer 1AudioCassettePlayer 2‐MustbeusedinReserveareaTypewriters(electronic) 2ColorPrinter 1Scanner 3LaserPrinter(b/w) 1

(from : http://library.wichita.edu/circulation/reserve/resguid.htm#equipment)

Staffresponsibilities:

ThesolefulltimestaffmemberisresponsibleforCirculationduties,interviewingandhiringstudentassistantcandidateswiththeAccessServicesManager.Followingahiringprocess,whichcantakeplacemultipletimesasemester,thestaffmemberthentrainsstudentsandgraduateassistantsindepartmentoperations.Commondutiesthatthestaffandstudentsareresponsibleforare:

‐ IncollaborationwiththeStacksunit,thestaffmemberorganizesplacementofequipmentandresourcesinthearea.Labelingandprocessingofstatepropertytakesplaceinaseparatelibrarydivision,TechServices.

‐ SincethedifferentpartsoftheReservecollectionarecolorcoded,thestaffmemberisresponsibleformarkingandlocatingthelabels.

‐ Whenafacultymemberwouldliketoplaceaprintsourceorbookchapteronelectronicreserve,thestaffscansarticlesanduploadstothelibrary’sOPAC.

‐ Toprepareforeachsemester,thestaffmembernotifiesfacultywithitemsonreserveaboutwhattheywouldliketocontinuetomakeavailabletotheirstudents.Itemsremovedfromreservearesentbacktothefacultymember,ortransferredbacktothelibrarystacks.

‐ EachreserveitemmustbeclearedforcopyrightandlinkedwithintheOPACtothecorrespondingcoursesectionandinstructor.


Desiredperformancetargets/results:

‐ MarketingIncreasedmarketingwithinUniversityLibraries‐‐‐thelibrarywouldlikeforelectronicreserveservicesandthenewcollectionstobemoreactivelymarketedtothecampuscommunity.

‐ SpeedyResponseThe desired response time to faculty requests is within one business day.

Metricsusedtomeasureactual/desiredperformance:‐ LoggingTrackreserverequestsandfollow‐upactionsthroughthecreationofanelectronic

log‐ GatecountsDesignandutilizeaspreadsheet,graph,orsimilartrackingtooltoreflectgate

countsonbothadailyandhourlybasis‐ CirculationstatsCirculationstatisticsoneachofthecollections(Textbook,Leisure

Reading,Periodicals)willbeanalyzedanddocumentedtonotefluctuationsanduse.GapAnalysis

SuccessesCurrentlytheStudentGovernmentAssociation(SGA)/StudentActivitiesCouncil(SAC)DVDcollectionhasbeengaininginpopularityandcheckouts.TheDVDdriveisontheagendatobecomeaannualorperhapssemestereventtocontinuetosupportandexpandthecollection.Afteronlyoneyear,thetextbookcollectionisgaininginpopularityandaccumulatingahighnumberofcheckouts.

Wherearewefallingshort?

Gatecountsandcirculationstatsaredownfrompreviousyears,thoughthismayinpartbeduetoacutinoperatinghours.Thoughithasnotbeensummarized,libraryadministrationisconcernedthatthetraffichasnotincreasedproportionatelytotheincreasednumberofitemsavailableinthenewcollectionsandservicesthatarebeingoffered.Thereissomeconjecturethattheareaisnotofferingtherightkindofnewservicesthatstudentswouldlike,thoughthereisnotaplaninthenearfuturetogathersuchinformation.


NNNeeewwwPPPrrriiiooorrriiitttiiieeesssStrategicProfileInplanningfuturedirectionsfortheReservesdepartment,itisimportanttoconsiderthemissionandvisionofthelibraryasawholeandtoconsidercurrenttrendsinthefield.AsstatedontheWichitaStateUniversityLibraries’webpage(“VisionandMission”,2006),thevisionofthelibraryasawholeisto“Explore...Enlighten...Empower”(para.1)andthemissionis:

Tomakeavailabletheinformationresourcesnecessaryforlearning,teaching,andresearchandtoprovidetheservicesthatenablestudents,faculty,andstafftousetheseresources.UniversityLibrariesalsosupportstheUniversity’sservicemissionbyprovidingcommunityandstatewideaccesstoitsresources(para.2).

Inadditiontothemissionstatement,thelibraryfollowsasetofguidingprinciples.OneoftheprinciplesthatisespeciallypertinenttotheReservesDepartmentis:“Weembracecontinuousimprovementinresponsetoaconstantlyevolvingenvironment”(para.3).InordertoincorporatethisprincipleintothestrategicplanfortheReserveDepartment,itisimportanttoexaminethechangesthataretakingplaceintheacademicenvironment.

Thefollowinggraphicsillustratesomeofthecurrenttrendsinhighereducationandacademiclibrariesandhowtheywillaffectourdepartment:

(Farrell,2005)

Increasedenrollmentofnon‐traditionalstudentsanddistanceedstudents

needforincreasednumberofelectronicresources,

includingelectroniccoursereserves

needforresourcestobeintegratedintoBlackboard

needforprovidingtimelyservicetobothstudents

andstaff/faculty

Higherdemandforconvenientaccessibilityto

resources


(ACRL,2010)

FutureVisionOurvisionistotransformtheReservesDepartmentintotheReservesandMediaServicesDepartment.Bymovingawayfromprintreserves,wewillcreatethespaceneededtoprovideastate‐of‐the‐artenvironmentthatmeetsthetechnologicalneedsofourstudentsandfaculty.Inthisway,wewillbeabletomeettheLibrary’svisionof“Explore…Enlighten…Empower”.

StrategicInitiatives

Initiative1:ContinueprovidingaccesstotheTVs,DVDplayers,Macs,scanners,printers,andDVDsalreadyavailable,andmaintainingtheseservicesingoodworkingorder.

Goal1.1:Provideaccess. Objective:Gatecountshouldequalorexceedthatofthepreviousyear.

Goal1.2:Maintainequipment.Objective:Allequipmentshouldbefunctional.Computerswillrunthemostcurrentversionoftheiroperatingsystemandofficesuite.

Initiative2:Beginmarketingtextbook,leisurereading,newbook,andDVDcollections.

Goal2.1:Employmarketingtoolssuchasdisplays,invitingdécor,andcampusemails.Objective:Increaseover‐allcirculationstatisticsforthetextbook,leisurereading,newbook,andDVDcollectionsbyatleast5%. Goal2.2:Makeuseofthelibrary’smarketingbysubmittingtothemonthlynewsletterandarrangingforcoveragebythelibrary’sFacebookpageandTwitterfeed.

Increasingdemandforelectronicresources

Extraspaceiscreated,whichcanbeusedto

providemoreindividualandcollaborativegroup

workspace

Addingamediacenterbecomespossible

Thedepartmentpresentsamoremodernanduseful

appearance,whichimprovesimageanduser

traffic.

Physicalresourcesthatareusedinfrequentlyare

beingweededorstoredoffsite


Objective:Submittothelibrary’snewslettereachmonth.Advertiseservices,newacquisitions,andotherinformationviathelibrary’sweb2.0servicesatleastoncepermonth.

Initiative3:Removerelianceonprintinthedepartmentworkflowandreducestafftimespenttrackingstatistics

Goal3.1:Continuetotrackserviceusebydepartmentandcirculationstatistics.Discontinuetrackingotherstatistics.Objective:Numberoftrackedstatisticsreducedbytheendoftheyear.

Goal3.2:Discontinuetrackingstatisticsbyhand;allstatisticswillbedonethroughtheILS.Objective:Manualstatistictrackingshouldbecompletelyphasedoutbytheendoftheyear.

Initiative4:Reduceoutdatedorlow‐usetechnologiesandmaterials.

Goal4.1:Analyzeusagestatisticsforeachofthedepartment’smachinesanddisposeoflowoutliersorplacetheminlongtermstorage.

Objective:Removeanyequipmentthatisusedlessthanthreetimespersemester.

Goal4.2:Weedprint,videocassette,andDVDcollectionsbasedonconditionandcirculation. Objective:Weedingwillbecarriedoutonceperyear.

Goal4.3:Reassessmicroformcollectionandpoliciesinlightofotherregionallibrarymicroformcollections.

Objective:Reviseandapprovemicroformcollectionpolicybytheendoftheyear.

Initiative5:Prepareforexpandedmediaservices.

Goal5.1:Researchtechnologysothatsoundacquisitionscanbemade.Objective:Createadocumentthatrankstechnologyoptions,includingtheirfullcostofimplementationandestimatedcostofupkeep.

Goal5.2:ConnectwiththeSystemsdepartmenttodeterminewhatthegreatesttechnologyneedsare,andhowwecouldbestsupportthem.Objective:DraftaMediaServicesMissionandVisionstatementandmajorpolicieswithinputfromTechnologyServices

Goal5.3:Researchgrantsandotheralternatesourcesoffunding.

Objective:Applyforatleasttwomajorgrants.


AAAccctttiiiooonnnPPPlllaaannnStrategicInitiatives

Initiative1:ContinueprovidingaccesstotheTVs,DVDplayers,Macs,scanners,printers,andDVDsalreadyavailable,andmaintainingtheseservicesingoodworkingorder.

Goal1.1:Provideaccess.

Objective:Gatecountshouldequalorexceedthatofthepreviousyear.

ActionSteps:

• The Reserves staff will train student assistants on equipment so that they can better assist patrons and answer questions when staff is unavailable.

• Gate count should be compared to previous years’ count each month. If any reduction is present, the cause should be investigated.

Goal1.2:Maintainequipment.

Objective:Allequipmentshouldbefunctional.Computerswillrunthemostcurrentversionoftheiroperatingsystemandofficesuite.ActionSteps:

• The reserves staff will periodically check each terminal for software upgrades and

submit requests through proper channels for installation if needed. • All equipment should be checked for functionality and pending upgrades at least

once per month, and more frequently for the highest-use equipment. ResourcesNeeded:

• Staff time • Outside technical assistance may be needed to repair equipment.

Initiative2:Beginmarketingtextbook,leisurereading,newbook,andDVDcollections.

Goal2.1:Employmarketingtoolssuchasdisplays,invitingdécor,andcampusemails.

Objective:Increaseover‐allcirculationstatisticsforthetextbook,leisurereading,newbook,andDVDcollectionsbyatleast5%.

ActionSteps:

• Reserves will acquire a tiered display table to place in the window to the main

library. Feature displays will include a “faculty picks” section. • The staff will decorate for major holidays to create a fun and welcoming atmosphere. • Staff will make use of the campus-wide email system by sending out information

about the collections at key times, such as the beginning of the semester and before breaks (emphasizing the leisure reading and DVD collections).


• Posters will be created and placed by the main entrance to the library to advertise the collections.

These action steps will be done in an ongoing fashion (displays should be changed out at least bi-monthly, seasonal decorations should always be current) starting in the first year and continuing through all three years. The Reserve staff member and student assistants will be responsible for changing the displays and decorations. Campus emails will be written and sent at least twice a semester through all three years by the Reserve staff member. Posters should be switched out at least twice per semester, and will be created by the Reserve staff member or a student assistant.

ResourcesNeeded:

• Display supplies (including book stands, signs, etc)• Decorations (new and donations by library staff)• Staff time

Goal2.2:Makeuseofthelibrary’smarketingbysubmittingtothemonthlynewsletterandarrangingforcoveragebythelibrary’sFacebookpageandTwitterfeed.

Objective:Submittothelibrary’snewslettereachmonth.Advertiseservices,newacquisitions,andotherinformationviathelibrary’sweb2.0servicesatleastoncepermonth.ActionSteps:

• TheReservesdepartmentwillmakeuseofthemarketinginitiativesofthelibraryatlargebyensuringcoverageonthelibrary’sFacebookpage,Twitterfeedandinthelibrary’smonthlynewsletter.Thismarketingwillfocusontheabovecollections,butwillalsofeedoffofGoal2.1,reportingnewdecorationsanddisplaystostudents,providingaplaceforphotos,andsoforth.Submissionsshouldbemadetoeachofthethreeoutletsatleastoncepermonth.

ResourcesNeeded:

• Stafftime

Initiative3:

Removerelianceonprintinthedepartmentworkflowandreducestafftimespenttrackingstatistics.

Goal3.1:Continuetotrackserviceusebydepartmentandcirculationstatistics.Discontinuetrackingotherstatistics. Objective:Numberoftrackedstatisticsreducedbytheendoftheyear.

ActionSteps:

• The Reserves staff will re-evaluate what statistics are needed for the annual report by considering the statistics included by other departments and past requests for information from the university administration. Any statistics deemed unnecessary will be discontinued. This process should be completed by the end of the first quarter, so that Goal 3.2 can proceed.

ResourcesNeeded:


• Stafftime

Goal3.2:Discontinuetrackingstatisticsbyhand;allstatisticswillbedonethroughtheILS.

Objective:Manualstatistictrackingshouldbecompletelyphasedoutbytheendoftheyear.ActionSteps:

• The Reserves staff will then create a report for each necessary statistic in Voyager Analyzer (a module of the library’s ILS) for Reserve circulation statistics, and run as needed.

• Manual statistics tracking will be continued until any technical glitches have been resolved. Once the manual and automated reports are in alignment, the manual tracking will be discontinued.

If manual statistics are still in use halfway through the second semester, outside assistance will be sought so that all manual statistics may be phased out by the end of the first year. The Reserves staff member will be responsible for this process.

ResourcesNeeded:

• Stafftime

Initiative4:Reduceoutdatedorlow‐usetechnologiesandmaterials.

Goal4.1:Analyzeusagestatisticsforeachofthedepartment’smachinesanddisposeoflowoutliersorplacetheminlongtermstorage.

Objective:Removeanyequipmentthatisusedlessthanthreetimespersemester.

ActionSteps:

• The reserves staff will monitor the use of all machines, identify low outliers, and work with Technology Services to determine whether it may have value in the future. If not, they will dispose of the machine. If it may have lasting value or if it is the last machine on campus for a specific function, it will be placed into storage. The extra space created by this process will facilitate collaborative work, as the high-use computers and technologies can be spaced out, and extra tables and chairs can be brought in.

ResourcesNeeded:

• The only resource required for this goal is staff time, though if there is budget

available to furnish group workstations, that will be done as part of this goal.


Goal4.2:Weedprint,videocassette,andDVDcollectionsbasedonconditionandcirculation.

Objective:Weedingwillbecarriedoutonceperyear.

ActionSteps:

• The Reserves staff and student assistants will weed the video and DVD collections based on circulation once per year.

• Signs will be created and placed through the collection encouraging students to report any material they check out which no longer plays correctly.

ResourcesNeeded:

• Stafftime

Goal4.3:Reassessmicroformcollectionandpoliciesinlightofotherregionallibrarymicroformcollections.

Objective:Reviseandapprovemicroformcollectionpolicybytheendoftheyear.

ActionSteps:

• The Reserves staff will review other regional library microform collection policies and create a revised policy for approval before the end of the year. This policy will then be put into practice for the following two years.

ResourcesNeeded:

• Stafftime

Initiative5:

Prepareforexpandedmediaservices.

Goal5.1:Researchtechnologysothatsoundacquisitionscanbemade.

Objective:Createadocumentthatrankstechnologyoptions,includingtheirfullcostofimplementationandestimatedcostofupkeep.

ActionSteps:

• The Reserves staff will research the technology in use at other academic libraries and seek faculty and student opinions as to what they would like access to. Particular attention will be paid to the highest-enrolling departments, such as engineering, and their specific technology needs.

• The Reserves staff would then calculate the full cost of implementation (hardware, software, training, infrastructure, etc) and upkeep.

• Usingthisinformation,theywillformarankedlistofoptionstobeusedforfuturebudgetingandplanning.Duetotechnology’srapidrateofchange,thisshouldbeanongoingprocessthroughoutthethreeyears,butthedocumentwillbeconsidered‘final’attheendofthattime,andusedintheformationofthenextroundofstrategicinitiatives.


ResourcesNeeded:

• Stafftime

Goal5.2:ConnectwiththeSystemsdepartmenttodeterminewhatthegreatesttechnologyneedsare,andhowwecouldbestsupportthem.

Objective:DraftaMediaServicesMissionandVisionstatementandmajorpolicieswithinputfromTechnologyServices.

ActionSteps:

• The Reserves staff will consult with the Systems department to determine what Reserves and Media Services’ role should be in the larger view of the University’s technology services. The information gathered in Goal 5.1 will also be considered.

• Once the community’s needs are understood, the Reserves staff will draft a Media Services mission and vision statement, to be put into effect under the next Strategic Plan. A Technology Accession policy will also be drafted at this time. This process should begin no later than the start of the third year.

ResourcesNeeded:

• Stafftime

Goal5.3:Researchgrantsandotheralternatesourcesoffunding.

Objective:Applyforatleasttwomajorgrants.

ActionSteps:

• The Reserves staff will research grants and other sources of funding, including support from the Alumni Association, and look for other library departments with which to collaborate on applications for funding.

• They will apply for at least one grant in each the second and third year. Money obtained from these sources would be used to acquire the technologies selected in Goal 5.1 and to reach the outcomes directed by Goal 5.2. The success of these applications will determine the scope and ambition of the next strategic plan.

ResourcesNeeded:

• Stafftime


PerformanceManagement

Synergies:Themarketing(asoutlinedinInitiative2)willsupportthegoalofprovidingcontinuedaccesstomaterials(asoutlinedinInitiative1).

Initiative3and4bothfocusonmakingwayforthefuture,byclearingupstafftimeandphysicalspace.HowthefreedresourceswillbeputtousewillbelargelydeterminedbyInitiative5.Outwiththeold,inwiththenew.

Potentialconflicts:

Manyofthegoalsaretime‐intensive,especiallyconsideringReserves’smallstaff.Thestaffwillmanagethisbyprioritizingshort‐termvs.long‐termgoalsanddelegatingworktostudentassistants.Initiative3willhelptofreeuptimeasitprogressesbyreducingtimespentonstatisticstracking.

Monitoringandcorrecting:

Progresswillbemonitoredbyregularlycomparingkeystatistics.Whencomparingattendancecountsandusagestatistics,itmaybenecessarytoaccountforshortenedlibraryhours.Consultingwithotherlibrarydepartmentsregardinghowtheirnumberscomparetopreviousyearswillhelptoremoveanydiscrepancies.Ifstatisticsarestillnotwheretheyoughttobe,marketingeffortswillbere‐evaluatedandincreased.Studentswillbeconsultedinformallyastopossiblecausesandsolutions.Manyobjectivescallforsomethingtobecompletedbyacertaintime.TheReservesstaffshouldconsultthisdocumentfrequentlytobesurethattheyareontrackforallgoals.Anover‐allannualreviewattheendofeachfiscalyearwillallowfortheprogressandeffectivenessofallgoalstobeconsideredtogetheranddiscussedwithrepresentativesfromthelibraryadministration.Atthattime,prioritiesmaybereorganizedorgoalsmayberevised.


CCCooonnntttiiinnngggeeennnccciiieeesss

Roadblocksmaybecomepresentduringtheimplementationoftheplan.Thefollowingisalistofpossibleissues,aswellascontingencyplanstoremedythoseissues:

NewdeanThelibraryplanstohaveanewdeaninplacebynextJuly.Thisisawildcard;ifthedeandisagreeswiththedirectionoutlinedbythisstrategicplan,therecouldbefar‐reachingnegativeconsequences.Ontheotherhand,ifthedeanturnsouttobeastrongsupporter,carryingoutthestrategicplanwillbeeasier.Theuncertaintyofthesituationmakesitdifficulttoplanfor.Whenthenewdeanisinplace,theReservesstaffshouldtrytomeetwiththedeananddiscusstheplantosecurethedean’ssupport.Somecompromisesmayneedtobemade.

FurtherbudgetcutsDuetoalreadyrestrictedbudgetsandthelikelihoodoffurthercuts,wehavetriedtominimizecostinthisstrategicplan.Ifthecutscometopass,thebudgetcouldbereducedfurtherbyrepurposingexistingfurnitureratherthanbuyingnew;forexample,adisplaytablecouldbecreatedbybuildingtiersontopofanexistingtable.Thisissomewhatlikely,butthestrategicplanshouldbeabletowithstandit.

StaffingcutsorreallocationTheseinitiativesarealreadytime‐intensivefortheReservesstaff.Ifthestaffiscut,itwouldbecomeverydifficulttokeepallgoalsontrack.ItisalsopossiblethatotherlibraryfunctionsoutsideofthestrategicplanwouldbeassignedtoReservesstaff,essentiallyremovingthemfromthescopeofthisplan.Inthiscase,thetimelinewouldhavetobere‐evaluatedandre‐adjusted,andInitiative5mightneedtobeputonholduntilthenextstrategicplan.Thisislesslikelythantheabove,butwouldbeverydifficulttoovercome.

StaffturnoverEvenifthestaffisnotcut,replacingacurrent,experiencedstaffmemberwithanewemployee(duetoretirement,medicalleave,etc)wouldhinderefforts.Thisislesslikely,butifitdoeshappen,thestaffmembershould(ifpossible)makenotesontheirprogressoneachinitiativesothattheirreplacementcantakeovermoreeasily.

ReducedlibraryhoursLibraryhourswerereducedlastyear,butexpandedalittlethisyear.Iftheyarereducedagain,thatwouldhinderInitiative1,andmakecomparingusagestatisticsmoredifficult.Itismorelikely,however,thatthelibrary’shourswillcontinuetoexpandincrementallythroughouttheplan.Thenumberofhoursshouldbekeptinmindwhencomparingstatistics.

PressuretoutilizethespaceinotherwaysThisisnotlikelytoaffectthestrategicplan,asthelibrarystaffwouldpreferforthisspacetocontinuetobeusedforpatronsandlibraryservices.Inputfromoutsidesources,however,maycontradicttheintendeduseforthespaceoutlinedintheplan.

ResistancetotheideaoftransitioningfromaReservesDepartmenttoaReservesandMediaServicesDepartmentBecausethisideaisinitsearlystages,andnoradicalchangesarebeingmade,resistanceshouldbeminimalandeasytoovercome.


BBBuuudddgggeeettt

Item(s) Cost

Tiereddisplaytable $200Bookstands $50Signs $30Upholsteredloungechairs(x8) $240/eachStudycarrels(x8) $450/eachTablew/6chairs(4sets) $1130/eachLargebedscanner $500Flatscreenmonitor(24”screen) $250 Netbookforstats $250Seasonaldecorations $300 $11,620total


AAAccctttiiiooonnnPPPlllaaannnTTTiiimmmeeellliiinnneee

FiscalYear1January • Scheduletimewitheachstudentassistantfortrainingontheuseofall

departmentalequipment.• Investigateoptionsforpurchasingdisplaytable.

February • Purchaseadisplaytable.• Contactfacultyandinvitethemtochoosearesourceforour‘facultypicks”

display.March • Re‐evaluatewhatstatisticsneedtobecollectedbydepartment.

• Discontinuetrackinganyunnecessarystatistics.• Beginreviewofmicroformcollectionspolicies.

April • TrainstudentsintrackingstatisticsviatheILS.May • Conductannualreviewofprogressmadetowardgoalsoutlinedinthestrategic

plan.• Createareportofstatisticstracked.• Completetherevisionofthemicroformpolicy.

June • ConductinitialweedingofthevideoandDVDcollections.FiscalYear2

July • Meetwithtechservicestodiscussthepossibleremovalofinfrequentlyusedequipment.

August • Moveapprovedequipmenttostorageanddisposeofequipmentthatisnolongerneeded.

September • Beginresearchingpossibleoptionsforpurchasingfurnitureforthenewcollaborativeworkspace.

• Beginmeetingwithsystemsdepartmenttodiscusstechnologyneeds.October • Meetwithtechservicestobegindraftingamediaservicesmissionandvision

statement.January • Formagrantcommitteetobeginresearchinggrantoptions.March • Selectatleastonegranttoapplyforandbegindraftingaproposal.May • Conductannualreviewofprogressmadetowardgoalsoutlinedinthestrategic

plan.• Createareportoftrackedstatistics.

June • WeedthevideoandDVDcollections.FiscalYear3

July • ScheduleameetingwiththeWSUAlumniAssociationtoseektheirsupportingatheringfundsformediaservices.

August • Grantcommitteewillselectasecondgrantandbegindraftingaproposal.September • GatherPlanningTeamandbegindraftingnextstrategicplan.May • Conductannualreviewofprogressmadetowardsgoalsoutlinedinthestrategic

plan.• Createreportoftrackedstatistics.

June • WeedthevideoandDVDcollections.Itemstobecompletedonamonthlybasisthroughoutthetimeframeofthestrategicplan:

• Comparegatecountstothatofthepreviousyear.• Allequipmentcheckedforproperfunctioningandneededupgrades.• Submitarticletolibrary’smonthlynewsletter.• Postnewacquisitionsinformationtothelibrary’sFacebookandTwitteraccounts.• Change/updatewindowdisplays.• Ongoingresearchoftechnologytrendsrelevanttoacademiclibraries.


CCCooonnncccllluuudddiiinnngggRRReeemmmaaarrrkkksss

Alllibrariesfacethechallengesofkeepingupwithrapidlychangingtechnologyandofremainingrelevantintoday’sincreasingly‐electronicsociety.Risingtothesechallenges,however,isespeciallyvitalforacademiclibraries,asstudentsdependonthemtoprovidetheinformationandtheresourcesnecessaryforachievement.TheReservesDepartmentofAblahLibraryhasfounditselffacingthesechallengesheadon.WithBlackboardcoursemanagementsoftwarereducingtheneedfortheirservicesandwithelectronicjournalstakingtheplaceofmanyoftheirphysicalholdings,theReservesDepartmenthasboththeimpetusandtheopportunityforchange.Thereare,ofcourse,obstacles.Thisisaharsheconomy,andbecomingastate‐of‐the‐artmediacenterisanexpensiveprospect.However,wefeelthatthisstrategicplanwillpavethewayfortheReservesDepartmenttobecomeathrivingandvitalpartofthelibraryandofWichitaStateUniversityasawhole.Ourplanwillhelpraiseawarenessofthevalueofourservices…andtohelpexpandthatvalue.Wehaveincludedasmanykeyplayersaspossibleintheformationofthisstrategicplan,andwillseekapprovalfromallnecessarypartiesbeforetheimplementationofourinitiatives.RegularmeetingswiththeAccessServicesDirectorandtheinterimDeanofthelibraryandfrequentcommunicationwithfaculty,students,andtheSystemsDepartmentwillensurethatallpartiesareawareoftheinitiativesoutlinedhere,andthattheyaresatisfiedwithourprogress.Theplangoalsandprogresswillalsobereviewedregularlyindepartmentmeetingstokeepeveryoneonthesamepage,andyearlyreviewswillmakesurethatallinitiativesareontrack.TheReservesareaisusedbymanydifferentstakeholders,sowehaveandwillcontinuetostrivetoensurethateveryonefeelsincludedintheprocess.Afterthisplan’stimeframehaspassed,theReservesDepartmentshouldbeperfectlypositionedtoaddthemostusefulanddesiredtechnologies,andtocommunicatetheirnewservicestostudentsandfaculty.Bystreamliningthedepartment’sstatisticstracking,andbyincludingtechnologyandgrantresearchinourtimeline,wehaveensuredthattheplanningteamresponsibleforthenextstrategicplanwillhavetheinformationtheyneedtomakethebestdecisionsregardingthefutureofthedepartment.


RRReeefffeeerrreeennnccceeesss

ACRLResearchPlanningandReviewCommittee.(2010).2010toptrendsinacademiclibraries.CollegeandResearchLibrariesNews,71(6),286‐292.Austin,B.(2010).Movingbeyondtheamalgam:restructuringaccessservices.JournalofAccessServices,7(3),145‐158.Farrell,M.(2005).Trendsinhighereducation:howwilltheyimpactacademiclibraries?PaperpresentedattheACRLTwelfthNationalConference,Minneapolis,MN.Retrievedfromhttp://www.ala.org/ala/mgrps/divs/acrl/events/pdf/farrell05.pdfMiller,G.(2009)ReshapingandRenewingWSU.Retrievedfromhttp://webs.wichita.edu/?u=reshaping&p=/indexOakleaf,M.(2010).Thevalueofacademiclibraries:acomprehensiveresearchreviewandreport.Receivedfromhttp://www.ala.org/ala/mgrps/divs/acrl/issues/value/val_report.pdfPollitz,J.H.,Christie,A.,&Middleton,C.(2009)Managementoflibrarycoursereservesandthetextbookaffordabilitycrisis.Journalofaccessservices,6(4),459‐484.Reserveguide:WichitaStateUniversityLibrariesInformationSystem.(2008).Retrievedfrom:http://library.wichita.edu/circulation/reserve/resguid.htm#equipmentWichitaStateUniversityLibraries.(2006).Visionandmissionstatement.Retrievedfromhttp://libraries.wichita.edu/ablah/index.php/more‐information/39‐visionmission


AAAppppppeeennndddiiixxx111:::OrganizationalStructure


AAAppppppeeennndddiiixxx222:::FloorPlan–Before


AAAppppppeeennndddiiixxx333:::FloorPlan–After


SSSuuummmmmmaaarrryyyRRReeepppooorrrtttooofffTTTeeeaaammmPPPrrrooojjjeeeccctttAAAccctttiiivvviiitttiiieeesss

HillaryMcHenry,KathrynPatrick,RobynTiemeyer,DeedraTotten

EmporiaStateUniversity

LI805


MMMeeeeeetttiiinnngggMMMiiinnnuuuttteeesss–––999///111222///111000TTTeeeaaammm///PPPlllaaannnOOOrrrgggaaannniiizzzaaatttiiiooonnn

Location:viaAdobeConnectPreparedby:KathrynPatrickMemberspresent:allgroupmemberswereinattendance.PreviousMeeting:Attheprevious(informal)meeting,RobynTiemeyerwasdesignatedteamleader,andKathrynPatrickwasdesignatedsecretary.WedecidedtocreateourStrategicPlanforWichitaStateUniversity(WSU)Library,whereRobynworks.WedecidedthatthefollowingmeetingsshouldbeviaAdobeConnect.Goals:

Decideonaplan Setdeadlines Chooseateamname

Business

HillaryMcHenryaskedifweshouldusemicrophones;wedecidedthatjustthetextboxwouldbefine.

KathrynPatrickproposedagoaltodecideonaplan.DeedraTottenaddedthatweshouldsetdeadlines,andHillaryaddedthatweshouldchooseateamname.

KathrynPatrickconfirmedthatshewouldkeepminutes.

Choosingateamname:

‐ Hillaryproposedcombiningthenamesofourlocations(WichitaandEmporia).Shesuggestedthename“WE”.

‐ RobynsuggestedamendingthattoWE2.‐ Kathrynproposedchoosinganamerelatedtoourtargetlibrary.‐ RobynsuggestedamendingthattoWE2.‐ Deedrasuggestedamashupofthelocationnames:Wichiporia.WesettledonWichiporia.

Decidingonaplan:

‐ Hillarynotedthatthereare20subtopics(theopencirclesontheassignmentdescription).Shesuggestedthatwemeetweekly,covering3subtopicseachtime.Wewouldwritethingsupaswewentalong,andfinishinabout7weeks,leaving3or4topolish.Kathrynsuggesteddividingtheworkaccordingtotheheadingtopicsinsteadofthesubtopics.

‐ Thegroupagreedthatworkingcollaboratively,insteadofdividingtheworkamongindividuals,wasnecessarybecausesomuchinformationaboutthelibrarywillcomefromRobyn,andbecausethesectionsbuildoneachother.

‐ Kathrynproposedmovingdownthelist,withtheexceptionofleavingtheexecutivesummaryuntillast.Forthenextmeeting,shesuggestedtryingtocovertheOrganizational;itcontainsfoursubtopics,butisonlyworth2pointsontherubric.

‐ RobynaskedifsheshouldpostinformationafewdaysbeforeeachmeetingwithrelevantinformationfromWSU;thegroupagreedthatsheshould.Hillaryaddedthatweshouldlookonlineforexamplesofstrategicplans.Robynpointedoutthattherewerealsoexamplespostedinblackboard.


Settingdeadlines:‐ Robynaskedifthesamedayandtimeeachweek—Sundayat8—wouldworkforeveryone;andthatwasdecidedonforourmeetings.

‐ Robynaskedifweshouldlayoutthescheduleforeveryweekaheadoftime,orifweshouldseehowthenextmeetinggoes.Weagreedtosetthegoalsforeachmeetingtheweekahead.

WrappingUp‐ Robynaskedifthesamedayandtimeeachweek—Sundayat8—wouldworkforeveryone;andthatwasdecidedonforourmeetings.

‐ HillaryaskedifweneededtocontacttheGAaboutsettingupAdobeConnectforournextmeeting.Wedecidedtore‐usethesamemeetingroomeachweek.

‐ HillaryaskedKathryntoposttherecordingsofeachmeetingtotheteamdiscussionboard;sheagreedtodoso.

‐ HillaryvolunteeredtoemailDr.Singhwithourteamname.‐ RobynsaidthatshewouldpostnotesbyThursday.Sheaskedifsheshouldusetheteamdiscussionboardorthefileexchange.Wedecidedonthediscussionboard.

‐ RobynnotedthattheAssistantDeansaidthatshewasfinewithususingWSULibraryforourproject.‐ KathrynsaidthatshewouldalsotrytopostminutesbyThursdayeachweek.

MeetingSummary:

Decideonaplan:

‐ Workcollaborativelybysection‐ Decideonsubsectionstoworkonatpriormeeting‐ Lookoverexamples,infoaboutWSUlibrarypriortomeetings

Setdeadlines:

‐ Meetweekly,Sundaysat8‐ Finishdraftwith3or4weekstopolish

Chooseateamname:

‐ WichiporiaNEXTMEETING:AdobeConnect,9/19/10at8:00pm


MMMeeeeeetttiiinnngggMMMiiinnnuuuttteeesss–––999///111999///111000“““OOOrrrgggaaannniiizzzaaatttiiiooonnnaaalllPPPrrrooofffiiillleee”””

Location:viaAdobeConnectPreparedby:KathrynPatrickMemberspresent:allgroupmemberswereinattendance.Goals:

DrafttheOrganizationalProfilesectionofthepaperBusiness

KathrynPatrickdistributedtheminutesfromthepreviousmeeting.

RobynTiemeyernotedthatshepostedthelibrary’smissionstatement,anorganizationalchart,andsomenotestothefileexchange.

HillaryMcHenrycalledforclarificationofwhetherweplannedtocreateastrategicplanforjustthereservesdepartmentorfortheaccessservicesdepartmentasawhole.Robynpointedouttheparticularsituationofthereservesdepartmentwhichmakesthisagoodtimeforthemtohaveastrategicplan.Thegroupagreedthatwewouldhaveenoughmaterialtofocusspecificallyonreserves.

Robynofferedtotrytoscanafloorplanofthatareaofthelibrary.

DraftingtheOrganizationalProfilesectionofthepaper

‐ ThegroupdiscussedtheorganizationoftheReservedepartmentanditscurrentsituation.‐ Robynnotedthatthereservesdepartmentisplanningtotransformtheirareatoatechnologybasedmediacenter;thegroupdiscussedwhatthatwouldinvolve,andhowthatwouldfitintothereservesdepartment.

‐ Kathrynbeganadocumenttoworkonthedraft,usingthegroup’sinputanddiscussion.

DeedraaskedaboutpostingthedrafttoGoogleDocs;Robynaskedifwehaveagroupwikilink.Deedraconfirmedthatwedo,butitwasnotworkingatthemoment.

Robynconfirmedthateveryonewouldbeabletomeetagainthenextweek.

Kathrynproposedthatthenextmeeting’sgoalsshouldbetowriteadraftforthepreparation/planningsection,andtodiscusswhatresourceswillbeneededtocompletethecurrentrealitiessection.Thegroupagreed.

NEXTMEETING:AdobeConnect,10/17/10at8:00pm


MMMeeeeeetttiiinnngggMMMiiinnnuuuttteeesss–––111000///111777///111000“““CCCuuurrrrrreeennntttRRReeeaaallliiitttyyy”””

Location:viaAdobeConnectPreparedby:HillaryMcHenryMemberspresent:RobynTiemeyer,DeedraTotten,andHillaryMcHenrywereinattendance;Kathryn

Patrickwasabsent.Goals:

Discussquestionsunder“organizationalperformance”. Discussquestionsunder“gapanalysis”.

Business

Wediscussedhowmuchofthe“currentreality”sectionwehaddiscussedatourlastmeetinganddecidedweneededtocoverthelasttwobulletpoints.

Hillaryvolunteeredtotakenotesofourdiscussionandtotypeuptheminutesofourmeeting.

Discussquestionsunder“organizationalperformance”.

‐ RobynbeganansweringthefirstquestionbygivingusalistoftheequipmentavailablefromtheReservedepartment.

‐ Hillaryexpressedconcernthatourdiscussionsthusfarhavefocusedmoreonspaceandequipmentthanpeople.DeedraandRobynexplainedthatchangesthatfocusonstaffwillbealargepartofthenextsection.

‐ Next,Robyndescribedtheservicesofferedbystaffinthereservesdepartment.‐ Aswemovedourdiscussionontothenextquestion:“whataredesiredperformancetargetsorresults?”Hillarysuggestedincludingpromotingawarenessoftheavailableresources.RobynagreedandaddedthatfacultyneedtobemadeawareofhowtheycanusereserveinBlackboard.

‐ Deedraaskedforclarificationonthissection,askingifperhapswearesupposetofocusonthepresentandsavefuturegoalsforthe“newpriorities”section.Hillaryrepliedthatgiventhequestionsinthe“gapanalysis”section,weshouldfocusoncurrentandfuturetargets.

‐ Next,wediscussedaddingagoalabouthowquicklyreserverequestswouldbeprocessed.Deedraagainexpressedthatshefeltwearesupposetobefocusingoncurrentactivitiesandcurrentgoalsandtargets.Afterextensivediscussion,weconcludedthatperhapsthissectionhassomeoverlapwiththenextsection.

‐ Robyndescribedafewcurrentmeasurementsofperformancebeingimplementedbytheaccessservicesdepartment.

Discussquestionsunder“gapanalysis”.

Wedecidedtoendourdiscussionuntilournextmeeting,whichwescheduledforTuesday,October26at8:00pm.



MMMeeeeeetttiiinnngggMMMiiinnnuuuttteeesss–––111000///222666///111000“““NNNeeewwwPPPrrriiiooorrriiitttiiieeesss”””

Location:viaAdobeConnectPreparedby:KathrynPatrickMemberspresent:RobynTiemeyer,HillaryMcHenry,andKathrynPatrickwereinattendance;Deedra

Tottenwasabsent.Goals:

Draft“newpriorities”section‐ StrategicProfile‐ FutureVision‐ StrategicInitiatives

Business

KathrynconfirmedthattherewasworklefttobedoneontheCurrentRealitysection.Robynsuggestedthatthesectionbefinishedonthewiki,andthatthegroupmoveon.Thegroupagreed.

Hillaryexpressedsomeuncertaintyinhowtobeginonthissection.Robynsuggestedsomeresourcestohelpusmoveforward.

KathrynaskedaboutthegoalsandinitiativesoftheWSUlibraryingeneral.Robynpostedlinkstotherelevantlibrarydocuments.

Draft“newpriorities”section.

‐ KathrynaskedaboutthegoalsandinitiativesoftheWSUlibraryingeneral.Robynpostedlinkstotherelevantlibrarydocuments.

‐ Basedonthelinkedresourcesandthepreviouslydraftedsections,webegantopiecetogetherthedraftoftheStrategicProfile

‐ Thegroupidentifiedinitiatives,andbeganformingspecificgoalsandobjectives.

Kathrynsuggestedadjourning,andwaitingtofine‐tunetheinitiativesduringthenextmeeting.

ThenextmeetingwasscheduledforTuesday,Nov.2at8:00pm.HillarysaidthatshewouldcontactDeedratomakesurethatshecouldmakeit.

Kathrynconfirmedthatshewouldputourprogressonthewiki.



MMMeeeeeetttiiinnngggMMMiiinnnuuuttteeesss–––111111///000222///111000“““NNNeeewwwPPPrrriiiooorrriiitttiiieeesss”””

Location:viaAdobeConnectPreparedby:KathrynPatrickMemberspresent:Allmembersinattendance.Goals:

Finishdrafting“newpriorities”section.Business

Robynthankedthegroupfortheirwork,andconfirmedthatwewereontrack.

DeedraTottenvolunteeredtodesignacoverpageandmakesurethatthefinaldraftlookedprofessional.

Finishdrafting“newpriorities”section.

‐ Hillaryaskedaboutincludinganinitiativetobringinnewtechnology;Kathrynsuggestedinsteadhavinganinitiativetopreparethewayviaresearch.Hillaryagreed,andsuggestedaddinggrantresearch,toprovidefundingfornewtechnology.

‐ Hillarycalledforclarificationtotheinitiativeregardingstatistics.Thegroupdecidedtocombinethestatisticstracinginitiativewithaninitiativecallingforareductionofrelianceonpaperintheworkflow.

‐ Thegroupdiscussedwhethertoincludeinitiativesforwhatthedepartmentisalreadydoing,decidedfromtheassignmentdescriptionthatitwasacceptable.

‐ KathrynaskedforclarificationregardingtheSMARTgoalapproach.‐ Weremovedaninitiativeregardingthereservesfunctionofthedepartmentsincewedidnotneedtofocusmoreonthatarea.

Kathrynaskedaboutthedepartmentbudgetforthenextmeeting;Robynreportedthatthedepartmentbudgetiswrappedupwiththerestofthelibrary’s.Wedecidedthatwewouldestimateasbestwecould.

Hillarysuggesteddividingthedraftedsections,eachpersonpolishingasectionwithinthenextcoupleweeks.Weagreed;sectionswereassignedasfollows:

‐ Org.Profile–Deedra‐ Prep/Planning–KP‐ CurrentRealities–Robyn‐ NewPriorities–Hillary

Kathrynsuggestedmeetingtwiceperweek,toensurethatwewouldbefinishedwithtimetoedit.Weagreed.

Robynvolunteeredtowriteuptheexecutivesummary.Kathrynvolunteeredtoworkonconcludingremarks.



MMMeeeeeetttiiinnngggMMMiiinnnuuuttteeesss–––111111///000777///111000“““AAAccctttiiiooonnnPPPlllaaannn”””


Begindraftingthe“actionplan”section.Business

Begindrafting“actionplan”section.‐ Thegroupdiscussedthepurposeofthissectionanditsrelationtothe“newpriorities”section.‐ Robynaskedtoclarifyhowlongofatimeperiodthetimelineshouldcover;wedecidedon3years.

‐ Hillaryreportedthattieredtablescostanywherefrom$70‐$250.Wedecidedtoleavespecificnumbersforthebudgettothewiki.Hillaryaddedthatweshouldkeepcreative,low‐costsolutionsinmind.

‐ Wediscussedwhatshouldgointhissectionvs.whatshouldgoin“contingencies”.‐ Hillaryaskediftherewasacameraavailableforcreatingonlinecontent;Robynconfirmedthatthereis.Deedrasuggestedaddingsignagetoourmarketingefforts.

‐ Robynexplainedthedepartmentscurrentprocedureforstatistics,andhowitcouldbeimproved.‐ Robynnotedthatshewouldbepostingsomearticlesforreferencesoon.‐ Wediscussedhowtoensureaccess;integratedseveralsolutionsintotheinitiativeandgoals.

WeagreedtomeetagainonSunday,November10th,at8:00pm.





Continuedraftingthe“actionplan”section.Business

Robynwashavingtroubleaccessingthewiki;everyoneelseconfirmedthattheywereableto.Robynsaidthatshewouldtryfromanothercomputer.

Continuedrafting“actionplan”section.

‐ Wediscussedameasurableobjectiveforweeding;Hillarysuggestedmakingabouthowoftenweedingwascompleted,ratherthanabouthowmuchwasremovedfromthecollection.Weagreedthatthiswasareasonableobjective.

‐ Hillarysuggestedusingfreedupspacetocreateareasforgroupwork;weagreedthatthiswouldbeagreatuseofthespace.

‐ Robynsuggestedevaluatingwhathighenrollmentdepartmentsneedintermsoftechnology.‐ WediscussedtheroleoftheSystemsdepartmentoncampus.‐ DeedrasuggestedreorderingthegoalsunderInitiative5.

WeagreedtofinishthesectiononSunday,November14at8:00pm.

Wedecidedtosetadeadlineforpolishingoursections.Kathrynsuggestedthe21st,HillarysuggestedthatweshouldfinishbeforethatweekendsothatwecouldlookovertheresultsinourSundaymeeting.Weagreedonthe19th.





Finishdraftingthe“actionplan”section.Business

Finishdrafting“actionplan”section.‐ Robynsuggestedcollaboratingwithotherlibrarydepartmentsonfunding.‐ Undermonitoring,Robynsuggestedthatshortenedlibraryhourscouldimpactusagestatistics;weagreedtomovethattocontingencies.

‐ Deedraaskedifwewouldcreateanactualtimeline,orifitwouldberedundantwiththetiminginformationineachgoal.Weagreedthatitwouldbeusefultohave.Hillaryvolunteeredtopullonetogether.

‐ Robynsuggestedincludinganannualreviewundermonitoring.‐ Sincethesectionwentsosmoothly,weagreedtomoveontoContingencies.

Begindrafting“contingencies”section.

‐ Hillarysuggestedincludingtheinterimdean’shopesforastafflounge‐ RobynremindedusthatanewdeanshouldbeinplacebyJuly.Also,shepointedoutthedifficultiesthatcouldbecausedbystaffturnoverorreallocation.

Hillaryremindedusthatweneededtoassembleabudget.Robynsuggestedthatweallworkonitonthewikithatweek.WedecidedtomeetagainonWednesday,November17at8:00tofinishtheContingenciessection.



MMMeeeeeetttiiinnngggMMMiiinnnuuuttteeesss–––111111///111777///111000“““CCCooonnntttiiinnngggeeennnccciiieeesss”””


Finishdraftingthe“contingencies”section. Brainstorm“concludingremarks”.

Business

Robynreportedthatshehadstartedthebudgetpageonthewiki.

Finishdrafting“contingencies”section.‐ Wediscussedthelikelihoodofeachcontingency.

Brainstorm“concludingremarks”.

‐ HillarybroughtupseveralpointstobeincludedintheConcludingRemarks..‐ Kathrynaskedif,forthepurposeoftheassignment,wecouldassumethatwehadreceivedallnecessaryapprovals;weagreedthatthatwouldbefine.

Deedrareportedthatshewasstillplanningonillustratingabeforeandafterfloorplan.Wediscussedtheworkdonesofaronthetimeline.Hillaryexpressedconcernthatthebeginningofthefirstyearhadmoretodothattherestofthetimeperiod;weagreedthatshewouldkeepworking,andifitstillseemedunevenwhenshehadgonethrougheverything,wewouldreviseasneeded.Wediscussedhowwewouldbringtogetherandformatthedifferentsections.Deedrasaidthatshewasstillwillingtoheadthat.Wediscussedfileformat,andagreedtocreatethedocumentinWordforeaseofediting,andthenconvertto.PDFforsubmission.Wediscusseddoingourpolishedsectionsinwordratherthanonthewiki,sothatformattingwouldbeeasier.Hillaryremindedusthatweneededtocreateanarrativeoftheteamprocess.Deedravolunteeredtostartadraft.Wediscussedthepresentation,anddecidedthatwewoulddiscussfurtherinthenextmeeting.WesetournextmeetingforSunday,November21at8:00.



MMMeeeeeetttiiinnngggMMMiiinnnuuuttteeesss–––111111///222111///111000RRReeevvviiieeewww


Reviewthepolishedversionsof:organizationalprofile,planning/preparation,currentreality,andnewpriorities

Decidewhowillpolishtheactionplanandcontingencies. Reviewtheexecutivesummaryandotherremainingwork.

Business

Robynreportedthatshehadstartedthebudgetpageonthewiki.

Reviewthepolishedversionsof:organizationalprofile,planning/preparation,currentrealityandnewpriorities.‐ Intheorganizationalprofile,wediscussedhowtoincludetheorgchart,anddecidedthatanappendixwouldbemostappropriate.

‐ Inpreparation/planning,thegrouppointedoutseveraltypographiccorrections.Wealsodiscussedtherolesofeachgroupmember,tryingtofindawaytoaccuratelyconveytheworkdonebyeachperson.

‐ Incurrentreality,wedecidedonachangeinformattingthatwouldtakesometimetofix;Robynagreedtoworkonitfurtherandbringitbacktothenextmeeting.

Decidewhowillpolishtheactionplanandcontingencies.

‐ Hillaryvolunteeredtolookovertheactionplanandcontingencies

Reviewtheexecutivesummaryandotherremainingwork.

‐ Thegroupproposedminoreditstotheexecutivesummary.AftersomediscussionitwasdecidedtoleaveinareferencetotheUniversity’s“ReshapingandRebuilding”initiativebutwithacitationlinkingtomoreinformation.

Deedrareportedthatshehadstartedtheteamnarrative,butwouldkeepworkingonit.Deedraaskedustotakealookatthefloorplanshecreated.WeagreedtomeetagainTuesdayat8:00pm.



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Reviewthepolishedversionsof:currentreality,newpriorities,actionplan,contingencies,andconcludingremarks

Reviewthebudgetandtimeline Discusswhatstillneedstobedone

Business

Reviewthepolishedversionsof:currentreality,newpriorities,actionplan,contingencies,andconcludingremarks

‐ Thegroupdiscussedfinal,polishingchangestobemadetoCurrentReality.‐ WebrainstormedhowtofinalizethemodelsthatHillaryincludedinNewPriorities,andsuggestedseveralminorrevisions.

‐ ThegroupsuggestedseveralminorrevisionstotheActionPlan,andrecommendedthatheadingsbeincludedintheperformancemanagementsub‐section

‐ Incontingencies,wediscussedwhethertoleaveinthe''pressuretoutilizespaceinotherways''contingency,asitseemedunlikelytoaffectthings;weoptedtoreviseitandleaveitin.

‐ Wereviewedconcludingremarks,makingminorrevisions.

Reviewthebudgetandtimeline.‐ Notmuchworkhadbeendoneonthebudget,soHillaryproposedthatweworktogethertolisttheline‐items,andthenshewouldfillitintomorrow.Weworkedtogethertodevelopthefulllist,anddiscussedwhatresourceswereneededforsignstobeincludedaspartofdisplays

‐ Forthetimeline,wediscussedwhenafiscalyearruns,andwhetherweshouldusethatoracalendaroracademicyear.Weagreedonkeepingthefiscalyear.

Robynpointedoutthattheassignmentstates:''Asthelibrarian/archivistofalibrary/archiveofyourchoiceyouarerequiredtosubmitastrategicplanforapprovalbyyourBoardofTrusteesoradministratorbeforeyousubmityourbudget.Yourtimelineforsubmissionofthestrategicplanandbudgetis12months.(Yourtime,staff,andfundsarelimitedbutrealisticforalibrary/archiveandsizeofyourchoice.)''andaskedforclarificationastowhetherthatmeantthatouractionplantimelinewassupposedtobeonly1year.Weagreedthatitinsteadmeant:intheory,youwouldhave12monthstocreatethestrategicplanandgetalltheapprovalsKathrynaskedifwewouldbeabletofinishoveremail/wiki/discussionboardorifweshouldmeetagain.Weagreedtomeetagainat8:00pmonSundaythe28th



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Reviewthecompileddraft Discusswhatstillneedstobedone

Business

Reviewthecompileddraft

‐ WebeganbylookingoverthefinishedGroupNarrative,andapprovedthatasfinal.‐ Deedrasaidthatshehadnotchangedanytextintheminutes,thoughshehadalteredtheformatting;weagreedthatitlookedgood.Kathrynsaidthatshewouldhavethismeeting'sminutesreadytobeincludedASAPafterthemeeting.Robynwasconcernedthattheheadingsmightnotbealignedproperly,butthatwasdeterminedtobeduetodifferingversionsofWord.DeedraaffirmedthatshewouldsubmitasaPDFtopreventsuchproblems.

‐ UnderPlanningandPreparation,KathrynaskedforHillary'sworkonthebudgettobeincluded.‐ Deedraaskedwhatshouldbeincludedasreferences;Robynpointedoutthelistonthewiki.Wediscussedwhethertoincludeworkswehadconsidered,butnotciteddirectly,anddecidedtoleavethem.Aftertheformattingwascorrected,weapprovedthatsection.

‐ Fortheoneremainingholeinthebudget,Kathrynsuggestedsettlingona24”monitor.Wedecidedonthenumbersforeachitem,andcalculatedatotal.

‐ Deedraaskedaboutafewunclearly‐labeleditemsinthe“before”floorplan;Robynreportedthattheywereemptydesks.

‐ Weapprovedthenewprioritiessection,andthenewheadingsDeedrahadaddedintheactionplan.Someadjustmentsweremadetotheresourcesbulleteditems.

‐ Wereviewedthetimeline,andHillarypointedoutadiscrepencyinthetitlepage'syears.Kathrynsuggestedadding“begindraftingnextstrategicplan”toyear3.

‐ Weapprovedthe“after”floorplan.

Discusswhatstillneedstobedone

‐ Kathrynaskedifweshoulddividesectionstomakepowerpointslidesofandpresenton;weagreedthatthatwouldwork.Hillaryrecommendedthatsomeonemakeatemplateslidetomakecombinationeasier.

‐ KathrynaskedaboutmeetingbeforeclassonFriday;RobynandDeedradecidedtotrytocomeinearly(KathrynandHillaryarealreadyinEmporia,andcancomeearly).Weshouldbeabletomeet5:15orso.

‐ Wediscussedhowtodividetheslides,anddecidedon:Kathryn:summary(.5‐1min)


Deedra:(4‐5min)org.profileprep/planningcurrentrealityHillary:(10min)newprioritiesactionplanRobyn:(4‐5min)budgettimelinecontingenciesKathryn:(2‐3min)concludingremarksappendices

‐ Hillaryagreedtocreateatemplateslide;Robynagreedtocompiletheslides.‐ RobynaskedthatslidesbecompletedbyThursdaysoshehastimetocompile


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ThroughouttheprocessofthisassignmentTeamWichiporiahasgrowntogetherasagroup.Throughdiligence,strongleadership,teamwork,andcommitment,ourteamhasachievedincreatinganappropriateandrealisticstrategicplan.Ourgrouphasdeveloped,fromthe“formingstage”,madeitswaythrough“storming”,onto“norming”andeventually“performing”.Forming

• Discussedunderstandingoftheassignment• Determinedmainfocusofourorganization• Delegatedleadership• DecidedtoholdmeetingsonAdobeConnect• Determinedmeetingtime

Storming

• Developedteamname• Developedworkprocessplan(workcollaboratively,setgoalsforeachmeeting,etc.)• Eachmeeting,weenteredthestormingstagetodraftthestrategicplancollaboratively.

Norming

• Dividedtasksamonggroupmembers.• Communicatedthroughtheteamwiki,fileexchange,email,anddiscussionboard.

Performing

• Eachweek,allgroupmembersexhibitedasenseofhonestyandsensitivityingivingconstructivefeedback.

• Madeuseofgroupmember’sskillstocreateafinishedqualityproduct.

Fromtheearliest“forming”stageofourgroup,allmembersagreedwewantedtoselectanorganizationthatoneoftheteammembershadapersonalconnectionto.Oneofourgroupmembersexpressedagreatneedforastrategicplanatherownplaceofwork,andwealldecidedthatitwouldbetheperfectopportunityforustoapplywhatwelearnaboutstrategicplanning.AllgroupmembersunifiedtowardthegoalofcreatingarealisticandappropriateplanthatcouldbeputintoplaceattheWichitaStateUniversity’sAblahLibraryReserveDepartment.

Arrangingmeetingswasnotadifficulttaskforourgroup.Everymemberexhibitedflexibilityandwillingnesstoworkaroundeachother’sschedule.Becauseofthis,wewereabletomeet(throughAdobeConnect)onaverageonceaweek.

Thescopeofthisassignmentseemedtobeextensive,andweknewitwasgoingtobeadauntingtask.However,throughclearplanningandcommunicationwewereabletoourkeepmomentumgoing.Thatbeingsaid,communicationwasadefinitestrengthofourgroup.Weemployedtheuseoftheteamwiki,fileexchange,Emailanddiscussionboardtoensureallmemberswereinformed.Communicationtrulymadeourteamworkwelltogether,andultimatelycreateaviablestrategicplan.