LI805XS Team Futuramas Strategic Plan

+Strategic Plan 2015-2017

Futura Academic Library Strategic Plan 2015-‐2017

LI805XS April 2014

Team Futuramas: Tim Wilcox, Joanna Marsh, Christina Magnifico, Darcie Canfield

+Strategic Plan 2015-2017 2

TABLE OF CONTENTS Executive Summary ........................................................................................ 4

Overview .............................................................................................................. 5 Library History ...................................................................................................... 5

Futura, KS Quick Facts ............................................................................................................... 5 Vision ................................................................................................................... 6 Mission ................................................................................................................ 6 Values .................................................................................................................. 6

Preparation and Planning ................................................................................ 7 Library Management Team ..................................................................................... 7 Planning Factors .................................................................................................... 8

Limiting Factors ......................................................................................................................... 8 Positive Factors .......................................................................................................................... 8

Environmental Scan ........................................................................................ 9 Current Reality ..................................................................................................... 9 Economic Climate .................................................................................................. 9 Trends in Academia ............................................................................................... 10

Interdisciplinary collaboration ................................................................................................ 10 Technology and Digital Content .............................................................................................. 11 Budget and Funding ................................................................................................................. 11

SWOT Analysis ..................................................................................................... 12 Organizational Performance ................................................................................... 13 Gap Analysis ........................................................................................................ 13

New Priorities .............................................................................................. 14 Strategic Profile .................................................................................................... 14 Future Vision ........................................................................................................ 15

Strategic Initiatives ....................................................................................... 16 Initiative 1: Digitization and Digital Literacy ............................................................. 16

Strategy 1: Expand digital resource collection ...................................................................... 16 Strategy 2: Implement digital literacy programs ................................................................. 17

Initiative 2: Embedded Librarianship ....................................................................... 18 Strategy 1: Move librarians out of the physical library and into offices near university faculty/staff ............................................................................................................................. 18

Initiative 3: Outreach ............................................................................................. 22


Strategy 1: Collaboration with the campus and the community to promote library resources .................................................................................................................................. 22 Strategy 2: Collaborative learning between courses through library involvement ............ 23

Initiative 4: Alternative Funding and Budgetary Restrictions ........................................ 24 Strategy 1: Create an alternative funding committee ........................................................... 24 Strategy 2: Obtain alternative funding through donations and memberships .................... 25

Strategic Plan Budget .................................................................................... 27

Performance Management ............................................................................. 29 Synergies ............................................................................................................. 29 Potential Conflicts ................................................................................................. 29 Assessment .......................................................................................................... 30

Contingencies .............................................................................................. 31 Budgetary Constraints ........................................................................................... 31 Natural Disasters & Emergencies ............................................................................ 31

Concluding Remarks .................................................................................... 31

References ................................................................................................... 32

Appendix ..................................................................................................... 33 Team Futuramas Narrative ..................................................................................... 34 Team Meeting Minutes .......................................................................................... 36


EXECUTIVE SUMMARY Since 1905, the Futura Academic Library has assisted Futurama University students and faculty with the highest quality of information service. Located in east central Futura, Kansas, the university boasts a main campus and four satellite campuses to a large student body and a hard-‐working academic staff. It is because of the necessity to serve this mass of users that the Futura Academic Library is seeking new strategies for success through their newly updated strategic plan.

While it is important to address specific issues that can cause problems for academia, particular attention needs to be given to matters that can affect the university library. Budget cuts are the perfect example. Institutions and organizations all over the United States have suffered from economic hardships, and the Futura Academic Library is no stranger to that. Over the last three years, the Futura Academic Library budget has been cut by 13.5% ($2.7 million dollars). Budgeting and funding are not the only problems that the Futura Academic Library wishes to solve. The FAL is determined to create working relationships with faculty and university staff by moving beyond the physical library space. It is also of utmost importance to deliver educational content to those outside of the campus community by strengthing our digital presence and resources.

With the help of the library staff, students, and faculty, the Strategic Planning Committee has formulated strategic initiatives to help meet the needs of the library users. The Strategic Plan for 2015-‐2017 addresses action plans for following initiatives:

• Explore new digital resources while promoting digital literacy among patrons • Increase interprofessional and interdisciplinary communication within the Futura

academic community in order to cultivate librarian-‐faculty relationships. • Implement outreach programs to promote and expand Futura’s reach into the community • Research and acquire alternative funding to enhance library services and offset budgetary

restrictions


ORGANIZATIONAL PROFILE

OVERVIEW The Futura Academic Library serves a diverse community in east central Futura, Kansas. As part of Futurama University, the library assists a student body of 27,784 and an academic staff of 2,663. The university consists of one main campus in Futura and four others in the surrounding cities. They function as the intellectual and cultural centers for the metropolitan area.

A strategic plan was created three years ago, however, new technological, organizational, cultural, and financial factors have caused the library to refocus its objectives. The library’s current initiatives include: digitization, digital literacy, embedded librarianship, outreach, alternative funding, and budget restriction. This new strategic plan sets a course towards excellence and innovation over the next three years.

LIBRARY HISTORY As one of the largest libraries in Kansas, the Futura Academic Library has been a center for innovation in information services since its inception in 1905. Futura’s forward-‐thinking librarians have embraced change with enthusiasm, having championed the open-‐access movement and continuous developments in electronic resources, as well as adapting library services to meet the needs of a diverse population. Today, the Library continues to uphold these traditions through its user-‐focused organizational structure.

FUTURA, KS QUICK FACTS

Futura State of Kansas

Population (2012 estimate) 89,512 2,885,398


Black or African American 4.7% 5.9%

American Indian and Alaska Native 3.1% 1.0%

Asian 4.5% 2.4%

Native Hawaiian and Other Pacific Islander 0.1% 0.1%

Two or More Races 4.1% 3.0%

Hispanic or Latino 5.7% 10.5%

White 78.9% 78.2%

VISION Through the use of innovative technology, excellent customer service and increased collaboration we will further enhance the academic community.

MISSION Futura Academic Library provides access to resources and knowledge that support academic scholarship, and promote communication. Using innovative solutions and through the many avenues of scholarly communication, we cultivate an environment that allows our students to thrive both in the academic community and in society. The Futura Academic Library will continue to be integral to the education, research and academic scholarship that takes place at Futurama University.

VALUES • Academic Scholarship

o The Futura Academic Library values student success and lifelong learning.


• Quality

o The Futura Academic Library values excellence and integrity.

• Collaboration

o The Futura Academic Library values scholarly communication and interdisciplinary partnerships.

• Innovation and Creativity

o The Futura Academic Library values ingenuity, imagination and originality in research and academic scholarship.

PREPARATION AND PLANNING

LIBRARY MANAGEMENT TEAM The Futura Academic Library employs a dedicated team for the Strategic Planning Committee. The team consists of library staff and university faculty members and students. The Associate Dean of Libraries is also an auxiliary member of the Strategic Planning Committee, and would be able to provide necessary feedback, information, and approval for the plan. Library staff members will come from the specific departments of Strategic Innovation, Information Technology, User Services, Special Collections, and Research. Each department will be able to help gather research and resources, provide drafts, and offer advice on initiatives that directly include their department. University faculty members and students will ensure that their respective population’s needs are met for the future.


PLANNING FACTORS

LIMITING FACTORS • Funds-‐ Because of financial cutbacks, the Futura Academic Library is looking into

alternative funding. Funding is essential to planned implementations such as digitizing collections, updating the technical infrastructure, and working on outreach and implementation of embedded librarians.

• Space-‐ Although the library has undergone remodeling in the past 10 years, there is not enough space due to the large collection it houses. New use for space is important, and can be achieved through digitization of resources.

• Time-‐ Because of its relationship and importance to students and faculty on campus, the library must make changes quickly in order to keep up and meet the demands of its users.

POSITIVE FACTORS • Ready for Change-‐ The committed staff at Futura Academic Library is ready to adapt to

the growing and changing academic setting. With an excellent customer service model and a committed team-‐oriented staff, they wish to start partnerships with academic departments.

• Centrally located on Campus-‐ With the location of the library, the relationship of the library with the university and the academic community can flourish. This also helps with the outreach initiatives that the library wishes to engage in.

• Technology proficiency amongst staff-‐ The Futura Academic Library follows the precedent set by the University that all staff have proficient knowledge and a high level of comfort using technology. The library support staff always welcomes challenges and chances to better understand the tools they need to keep up with the demands of users.


ENVIRONMENTAL SCAN

CURRENT REALITY Futura Academic Library has identified several trends on which to focus in the 2015-‐2017 library strategic plan. These trends align with the ACRL Research and Planning Review Committee’s Environmental Scan (2013) and address the gaps discussed in the Gap Analysis. The current economic climate in Futura also has an impact on the strategic outlook of the Futura Academic Library. Planning for the future requires the Strategic Planning Committee to look at both the big picture and the more specific issues that are affecting academic libraries and universities.

ECONOMIC CLIMATE Like the vast majority of the United States, Futura has been hit with a multitude of economic issues. Due to the recession, many local businesses have been forced to layoff employees. These layoffs have also occurred at Futurama University, especially with the cuts made recently by


legislators. In 2013, state funding for colleges and universities was cut by 3 percent over two years, 2013-‐2014 (Cooper, 2013). According to the Bureau of Labor Statistics (2014), as of February 2014 the current unemployment rate in Futura is 4.9%. While this puts Futura on the lower end of the unemployment rate spectrum, and also on par with the entire State, which is around 4.9%, it is 2.3% higher than North Dakota, which has the lowest unemployment rate in the United States (Bureau of Labor Statistics, 2014).

While the budget cuts meant laying off thousands of employees, it will also have an effect on the academic community. With the higher education budget down $77 million dollars (Cooper, 2013), cuts to academic programs will have to be made across the board. One of the departments facing the most cuts are Futurama University’s libraries. The Futura Academic Library budget was cut by 13.5% ($2.7 million dollars) over the last three years, forcing the library to rethink its current services and subscription model. As journal prices continue to rise (Suber, 2013), Futura Academic Library has begun to rethink the way it purchases subscriptions, archives print materials and provides access to scholarly content for research purposes.

With looming budget cuts and current academic library trends in mind, the Futura Academic Library Strategic Planning Committee has sought to identify areas within the library where improvements could be made in order to streamline services and promote efficiency. Using the ACRL Environmental Scan (2013) as a guide, the Committee decided to focus on four key areas where the Futura Academic Library could stand to benefit from adopting, implementing, or utilizing specific trends in academia.

TRENDS IN ACADEMIA Libraries and academia go hand-‐in-‐hand, which is why the changing academic environment affects the landscape of libraries. Library services, existing collections and collection development, content, and access are continuing to change as academic institutions strive to adapt to high-‐paced, high-‐tech learning environment most students are used to in today’s educational climate. To add insult to injury, libraries have increasingly been asked to do “more with less” in terms of budget cuts and staff reduction.

INTERDISCIPLINARY COLLABORATION


As education moves toward an increasingly interprofessional model, librarians must move beyond the physical walls of the library to create working relationships with faculty and university staff.

• Implications: Futura Academic Library will move to a model of embedded librarianship. This will take the librarians out of the physical library space, and place them closer to faculty in order to assist with research and learning.

• Strategic Initiative(s): Embedded Librarianship, Outreach, Digitization and Digital Literacy

TECHNOLOGY AND DIGITAL CONTENT The University is in the process of migrating toward a more MOOC-‐based learning environment. More students are choosing distance-‐based education and content management systems such as Blackboard and Canvas are being utilized as a means of delivering educational content.

• Implications: In order for the Library to remain relevant, it must adapt to the current use of technology by University students. Through the digitization of the current collection and the implementation of digital literacy programs, the Library will continue to provide exceptional services to the Futura academic community.

• Strategic Initiative(s): Digitization and Digital Literacy, Embedded Librarianship

BUDGET AND FUNDING Academic libraries across the United States are facing budget cuts, staff reductions, and increasing resource/service costs. Without State/Federal funds or the ability to raise tuition and fees, universities must find areas in their budgets for fund reallocation. The unfortunate reality is that the library is often the target of these financial cutbacks.

• Implications: The Library is looking into alternative funding in order to continue to provide a level of service adequate for scholarly research and communication.

• Strategic Initiative(s): Alternative Funding and Budgetary Restrictions, Outreach


SWOT ANALYSIS The Futura Academic Library Board and Strategic Planning Committee met several times over the course of three (3) months to determine the Library’s strengths and weaknesses. While writing the strategic plan, we determined areas that could develop into future opportunities for both the Library and the University. Threats to the Library were determined through a combination of analyzing the Library’s weaknesses, budgetary restrictions and future role at the University.

STRENGTHS

• Centrally located on campus

• Committed, team-‐oriented staff

• Relationship with University and academic community

• High level of professional awareness

• Excellent customer service model

WEAKNESSES

• Technical infrastructure

• Budget impact on facilities, staff, and digital collection

• Perception of library and librarianship

OPPORTUNITIES

• Partnerships with academic departments

• Rebranding the Library and librarianship

• Possible grant funding and/or departmental level funding

• New uses for building space after collection is digitized

• Library could become a leader of innovation among academic community

THREATS

• Cost of digitizing collection

• Cost of updating technical infrastructure

• Not enough buy-‐in from University stakeholders

• Budget cuts/unstable funding

• Constantly changing academic environment


ORGANIZATIONAL PERFORMANCE

Activity Performance Measure

Current Performance

Information literacy instructional sessions

students taught (avg. # per month)

3 sessions per month (Initiative 2)

Research consultations consultations completed (# per month)

20 consultations per month (Initiative 2)

Study room use reservations (# per week)

125 reservations per week

Circulation of materials circulation statistics (yearly #)

248,704 circs (45% decrease)

(Initiative 1)

Community outreach outreach events

(# per month)

currently no community outreach programs (Initiative 3)

GAP ANALYSIS After comprehensively analyzing Futura Academic Library’s performance, the Library board and Strategic Planning Committee have come to the conclusion that there are definite areas where improvements can be made.


Successes Areas of Improvement

-‐ Collection development and special collections

-‐ Budget

(currently a flat budget with no alternative sources of funding)

-‐ Use of physical study space -‐ University outreach and interprofessional collaboration

-‐ Basic library services -‐ Digital access

-‐ Digitization of resources -‐ Strategic plan

The areas Futura Academic Library identified within the organization where improvements are currently needed have been addressed by each of the four (4) initiatives developed by the Strategic Planning Committee. These areas were identified through the use of ROI metrics, reference transaction statistics, and information retrieved from the Library circulation system.

NEW PRIORITIES

STRATEGIC PROFILE Planning the future direction of an organization takes many considerations. However, the first step involves scanning the present environment. Only then can we know where we are going. In today’s dynamic climate, effective libraries are increasingly keeping their pulse on current trends and practices. In light of this, they are adopting a new modus operandi in order to survive and thrive.

Today, organizational behavior is changing, new information formats have been introduced, and public funds have been limited while the demand for services has increased. Libraries are doing


many things to meet these challenges. They are flattening out their organizational structure so staff can quickly navigate today’s dynamic environment. Digital access and digitization of library collections is increasingly common. Libraries are performing more outreach in an effort to market themselves to the community and provide more access. In addition, libraries are increasing services by allying themselves with local businesses and nonprofits to market their offerings and provide supplemental funding.

In response to these changes, Futura Academic Library has aligned its guiding values, mission statement and strategic initiatives to reflect the present and projected future environment.

FUTURE VISION We create the future. At Futura Academic Library we see reliance on analog information, rigid organizational structures, over-‐dependence on public funding, and isolationism as things of the past. Our future vision will further enhance the academic community through the use of the following:

• Innovative technology: Digital literacy and digitization efforts have become an increasing responsibility in libraries everywhere. Today, people’s busy lives do not always allow them to come into the library. Providing digital access covers this need and enhances service. Digitization of infrequently used materials makes available additional floor space for other purposes. It also allows more remote access to library materials. Digital literacy is another concern. Increased patron awareness of digital resources is essential as the library digitizes and acquires online resources. Through educational programs we hope to increase the usage of this service

• Excellent customer service: Embedded librarians and outreach services are the foundation of future customer service excellence. By getting librarians out of the library and embedding them in academic departments each specialize in, we can provide superior service. Providing outreach serves to promote and expand Futura’s reach into the community. It also encourages and supports lifelong learning in the region. Outreach and embedded librarianship epitomize the user-‐centered service model.

• Increased collaboration: Alliances with businesses and nonprofits are important to gain alternative funding. These supplemental resources will offset public funding limitations


and provide additional library services to the academic community. The partnerships also serve to market, promote and expose library services.

The community values what we offer and it is our duty to deliver cutting edge service. By developing a strategic plan we are able to better serve the current and future needs of our users.

STRATEGIC INITIATIVES

INITIATIVE 1: DIGITIZATION AND DIGITAL LITERACY

• Explore new digital resources while promoting digital literacy among patrons

STRATEGY 1: EXPAND DIGITAL RESOURCE COLLECTION Objective: To determine needs within the digital collection and acquire new digital resources

Action Steps:

• Evaluate current state of the digital collection

o Utilize overlap analysis for subscription-‐based resources

o Analyze reports of eBook usage

• Strengthen current collection

o Negotiate with vendors

o Weed unused resources as appropriate

• Explore & acquire new digital resources

o Implement Patron Driven Acquisition

o Expand eBook collection based on faculty survey

Resources Needed:

• Budget Allocations:


o 23.33% towards PDA implementation

o 10.00% towards new purchases

• Staff time

• Cooperation between embedded librarians and faculty to determine high-‐demand resources

Measurable Outcomes:

• Collection will remain current

• Expanded resources will be relevant to growing curriculum

• New digital resources will meet the evolving technological needs of patrons

STRATEGY 2: IMPLEMENT DIGITAL LITERACY PROGRAMS Objective: Increase patron awareness and usage of digital resources through educational programs

Action Steps:

• Launch eReader rental pilot program

o Work with faculty to create student pilot group

o Test eReader rental program

o Evaluate results for implementation

• Purchase tablets for in-‐house use

o Incorporate tablet training during new student library tours

• Host Digital Literacy Days

o Organize bi-‐annual programs to demonstrate new digital technology


o Cooperate with faculty to ensure student participation

Resources Needed:

• Budget Allocations:

o 3.333% towards tablets

o 3.333% towards eReader pilot program

o 1.667% towards PR for Digital Literacy Days

• Staff time/training

• Program planning through the Departments of User Services and Information Technology


• Hands-‐on technology available for patrons

• Onsite training statistics and increased awareness

• eReader test study results will be used for future program planning

INITIATIVE 2: EMBEDDED LIBRARIANSHIP

• Increase interprofessional and interdisciplinary communication within the Futura academic community in order to cultivate librarian-‐faculty relationships.

STRATEGY 1: MOVE LIBRARIANS OUT OF THE PHYSICAL LIBRARY AND INTO OFFICES NEAR

UNIVERSITY FACULTY/STAFF Objective: Make librarians more visible to the academic community so that the Library can

increase librarian-‐faculty transactions and disrupt the traditional view of academic libraries.

Action Steps:

• Garner buy-‐in from University stakeholders


o Attend departmental meetings and present “stump speech”

o Solicit recommendations from faculty who are avid library patrons”

o Consider a written “buy in” pledge that faculty can sign

• Determine physical space requirements

o Tour campus

Specifically focus on “high traffic areas”

Meet with facilities managers

Discuss options with librarians

o Contact key stakeholders

• Create assessment parameters

o Partner with administration to determine ROI statistics

Determine length of pilot program

Determine amount of buy in required to consider program a success

Create database for collection of statistics

• Launch embedded librarianship pilot program

o Purchase tablets/laptops for librarians

o Move librarians to temporary offices

o Begin marketing campaign through outreach initiative

o Collect statistics for pre-‐determined duration

Resources Needed:

• Budget allocations


o 0.6667% towards moving expenses

o 0.8333% towards mobile devices

• Total= 1.5%

• Staff time

• Physical space


• Increase in consultations with faculty, staff, and students

• Increase in information literacy

STRATEGY 2: Embed “subject specialist” librarians within individual departments

Objective: Increase librarian-‐faculty interactions through high-‐value contributions made by

subject specialists who understand the on-‐going demands and research needs of individual

departments.

Action Steps:

• Determine which departments requested the most assistance during the pilot phase

o Contact department chairs and discuss the possibility of embedding a librarian within the individual department

o Have department chairs meet with specialists/liaisons to determine best fit

o Meet with department regarding space requirements

• Create assessment parameters


o Partner with department chair(s) to determine ROI statistics

Determine duration of librarian embeddedness

• Program will be assessed after predetermined duration

Determine amount of consultations/collaboration required to consider program a success

Discuss and determine goals and expectations

• Meet with librarian

• Meet with department chair(s)

• Move librarian to individual department

o Meet with librarian once a week to evaluate collaboration level and assess goals

Resources Needed:

• Budget allocation

o 0.6667% towards moving expenses

• Total= .6667%

• Staff time

• Physical space


• Increase in information literacy modules within curriculums

• Increase in consultation


INITIATIVE 3: OUTREACH

• Implementing outreach programs to promote and expand Futura’s reach into the community

STRATEGY 1: COLLABORATION WITH THE CAMPUS AND THE COMMUNITY TO PROMOTE

LIBRARY RESOURCES Objective: To give students the opportunity for deeper understanding of other Futura University departments, giving students the ability to interact with each other, and to apply learning to real-‐life scenarios in the community. In turn, the community has the opportunity to better understand the academic library services.

Action Steps:

• Use Futura Library Student Ambassadors to market library services to events and activities on campus and in the community

o Get in touch with activities groups such as Futurama Union Programs Council, Futurama Office of Student Activities and Services, and Futura Convention and Visitors’ Bureau

o Create a digital calendar for the library to follow upcoming events and to share on their library website

• Create displays relating to upcoming events

o Provide books, music, movies and other media that promote the event

o Create subject guides for online access to learn more about backgrounds or key components of some events

Resources Needed:

• Communications/Public Relations Staff

• Training for Futura Library Student Ambassadors

• Budget allocations:


o Web content development

o Additional staff

o Promotional materials


• Increase in consultations between faculty, staff, students, organizations, and other stakeholders

• Increased library traffic

• Promotion for library events and programming through the collaborating organizations

STRATEGY 2: COLLABORATIVE LEARNING BETWEEN COURSES THROUGH LIBRARY

INVOLVEMENT Objective: Provide information services and resources to students and faculty engaged in off-‐campus and distance education.

Action Steps:

• Create more LibGuides and Subject guides • Create instructional videos • Provide prompt chat and email services online • Hold periodical Adobe Connect sessions over various library online services and

instruction to help with specific materials needed for course requirements and projects

Resources Needed:

• Additional staff • Web content development



• Course level collaboration • Web content development • Increase in information literacy for students off campus • Digital resources will meet the needs of distance learners

INITIATIVE 4: ALTERNATIVE FUNDING AND BUDGETARY

RESTRICTIONS

• Research and acquire alternative funding to enhance library services and offset budgetary restrictions

STRATEGY 1: CREATE AN ALTERNATIVE FUNDING COMMITTEE Objective: To seek out additional financial resources that will enhance library services

Action Steps:

• Read library literature, non-‐profit newsletters and corporate magazines then follow up on any potential sources of funding

• Investigate funding models used by other public institutions such as museums, zoos, and science and nature centers

Resources Needed:

• Staff time

• Reinforcements during committee time

• Budget allocation:

o more staff -‐ 20.00% & Total $60,000 ($14.37 hr)


• Librarians will become more familiar with funding sources

• Increase in funding


• Enhancement of library services such as outreach, digital literacy and digitization

STRATEGY 2: OBTAIN ALTERNATIVE FUNDING THROUGH DONATIONS AND MEMBERSHIPS Objective: Enhance library services with alternative funding and promote lifelong learning

Action Steps:

• Solicit funds through direct mailings to alumni

• Offer free community programs and events and ask for donations

• Offer PBS style membership

o Team up with local business to offer member discounts

o Invite guest scholars for special member only lectures

o Persuade Futurama University professors to give “Ted Talks”

Resources Needed:

• Library membership advertising

o Advertisement banners on Futurama University’s website

o Library membership information webpage on Futurama University’s website

• Cards and postage for direct mailings to alumni

• Additional volunteers and work-‐study staff to help with events, mailings, and membership activities

• One guest scholar per semester who will volunteer for a lecture

• One Futurama University professor per semester who will give a “Ted Talk”

• Local businesses to participate in library member discount program

• Tote bags with Futura Library and University logo


• Budget allocation:

o web content development -‐ 1.5% & Total $4,500

o direct mail -‐ 1.667% & Total $5,000

o postage -‐ 0.8333% & Total $2,500

o work study staff -‐ 10.00% & Total $30,000 ($7.26 hr)

o guest scholars/lecturers -‐0.5% & Total $1,500

o promotional materials (tote bags) 0.8333% & Total $2,500


• Increased library traffic

• Additional library funding

• Addition of library services such as outreach, digital literacy and lifelong learning event


STRATEGIC PLAN BUDGET


TIMELINE FOR STRATEGIC PLAN


PERFORMANCE MANAGEMENT

SYNERGIES These four interrelated initiatives collectively reflect the Library’s values: Academic Scholarship, Quality, Collaboration and Innovation & Creativity. As the success of each initiative is linked to the success of the others, they will be implemented simultaneously and incrementally.

While alternative funding is needed to launch new digital literacy tools, outreach programs, and embedded librarianship, these innovative programs will also serve as incentive for donors looking to improve the library. Outreach programs will help inform the community of new digitized resources offered by the library, while also serving as a networking tool for alternative funding. Once implemented, it is hoped that the embedded librarianship initiative will increase library efficiency and academic research, consequently allowing more time and resources to be used on digitization and outreach initiatives.

POTENTIAL CONFLICTS • Competing resources-‐ It is likely that financial conflicts among the initiatives may occur.

These conflicts will be managed by thoughtful budget allocations and revisions, when applicable. Across all initiatives, spending will be judicious and increase only when appropriate funding is available. The Strategic Planning Committee will meet with the


involved departments to resolve potential conflicts.

• Competing priorities-‐ While all four strategic initiatives are important, it is possible that conflict could arise should one initiative take priority over the others. Assessing current patron needs and the progress of each initiative will resolve such conflicts. After the assessment, the Committee may find that it is appropriate for one initiative to temporarily take priority for a designated time.

ASSESSMENT The departments in charge of each initiative will monitor the progress of the strategic initiatives. Assessment methods include circulation/door count statistics, faculty surveys regarding the embedded librarian initiative, outreach program participant statistics and surveys, as well as a continuous report of alternative funding. After a collective yearly assessment overseen by the Associate Dean of Libraries and the Department of Strategic Innovation, a committee meeting will be conducted to plan revisions.

Departments Responsible for Assessment:

Digitization & Digital Literacy Information Technology &

User Services

Alternative Funding Alternative Funding Committee

Embedded Librarianship Research & Learning

Outreach User Services


CONTINGENCIES

BUDGETARY CONSTRAINTS Financial issues, including unexpected expenses and university budget cuts, are the most likely and significant threats to implementation. Should implementation expenses surpass both the allocated budget and alternative funding sources, the strategic planning committee will meet to re-‐evaluate implementation action plans and, if necessary, temporarily decrease funding allocations, beginning with new digital resource acquisitions. If financial constraints continue to prevent implementation, a committee of stakeholders will meet with the Alternative Funding Committee to discuss solutions and strategic plan revisions.

NATURAL DISASTERS & EMERGENCIES In the unlikely event of a natural disaster, security threat, or other emergency, library staff will refer to the Disaster Plan within the Futura Library Collection Development Policy to protect the library and its collection, minimize negative impact and ensure the continuance of the strategic plan initiatives.

CONCLUDING REMARKS With its location in the center of a thriving university, the Futura Academic library is crucial to the success of students and faculty. To remain a vital asset to our users, the library must meet challenges at the ready by creating a new strategic plan. The updated strategic plan considers our strengths and weaknesses, our environment, the diverse population we serve, the greater community, and the demands of our users. Our main goals for the upcoming three years are to enhance the community we serve by using innovative technology, practicing a new level of customer service with embedded librarianship, increase collaboration with the community. By implementing the strategic plans we have in our initiatives, we hope to continue to grow, improve, and strengthen our bonds with the University and the community. Our committed staff, strategic planning committee, students, and faculty will continue to work diligently together to carry out our plans and achieve our goals. We hope that our strategic plan can help other academic libraries achieve the success they are capable of. We will continue to set goals for the Futura Academic Library as the community around us requires.


REFERENCES ACRL Research Planning and Review Committee. (2013). Association of College and Research

Libraries Environmental Scan 2013 (Environmental Scan No. 2013) (p. 45). Chicago, IL:

American Library Association, Association of College and Research Libraries. Retrieved from

http://www.ala.org/acrl/sites/ala.org.acrl/files/content/publications/whitepapers/Environ

mentalScan13.pdf

Bureau of Labor Statistics. (2014, February). “Lawrence, KS Economy at a Glance.” United States

Department of Labor, Bureau of Labor Statistics. [Governmental]. Retrieved April 17, 2014,

from http://www.bls.gov/eag/eag.ks_lawrence_msa.htm

Bureau of Labor Statistics. (2014, February). “Local area unemployment statistics map.” United

States Department of Labor, Bureau of Labor Statistics. [Governmental]. Retrieved April 17,

2014, from http://data.bls.gov/map/MapToolServlet?survey=la

Cooper, B. (November 3). Kansas higher education funding gets new legislative scrutiny. The

Kansas City Star. Kansas City, Kansas. Retrieved from

http://www.kansascity.com/2013/11/03/4596566/kansas-‐higher-‐education-‐funding.html

National Center for Education Statistics. (n.d.). Library Statistics Program, “University of Kansas.”

Retrieved April 16, 2014, from https://nces.ed.gov/surveys/libraries/

Schulte, S. J. ., (2012). Embedded Academic Librarianship: A Review of the Literature. Evidence

Based Library & Information Practice, 7(4), 122–138.

Suber, P. (2013). “The “Serials Crisis” Explained….” Scholarly Communication at Tufts. [Academic

Blog]. Retrieved from http://sites.tufts.edu/scholarlycommunication/open-‐access/the-‐serials-‐

crisis-‐explained/.


APPENDIX Strategic Plan Narrative and Meeting Minutes

Team Futuramas

Darcie Canfield Christina Magnifico Joanna Marsh Tim Wilcox

April 2014 LI805XS

Management and Information Organizations


TEAM FUTURAMAS NARRATIVE

• Forming-‐ During the forming stage, our team was focused on becoming acquainted with one another and our potential strengths in the context of the strategic plan assignment. We were able to accomplish this by discussing our top five managerial strengths and identifying similarities and differences between team members. Following a teammate’s suggestion, we formed a board on Trello to exchange contact information and display our top five strengths. We agreed to check Trello for team communication and then decided to schedule our first virtual meeting. True to Tuckman’s theory, we were on our best behavior during this stage and also conscientious about future participation in the project. Our team began to grasp each other’s personalities and communication styles during the forming stage, which was aided by the discussion of our top five themes.

• Storming-‐While we were forming during our first meeting in class, we also began the storming phase. During this meeting, we focused on dividing team roles and creating a very basic outline for the project. In preparation for the team contract, we agreed to rotate roles for three phases of the project, chose the type of library and discussed our major objectives. We hit the peak of the storming stage in preparation for the plan document, which was discussed during the March 27th meeting. It was during this meeting that we all contributed ideas for establishing an organizational profile. During storming, we learned that our team was well-‐balanced and that our team members worked well together. While this phase is often difficult for teams, our meetings were free from conflict or tension. We did not take long to reach an agreement on the foundational elements of our strategic plan, even though we each contributed different ideas. As a team, we felt confident in our major goals and ready to tackle the assignment.

• Norming-‐ After establishing the basics of our organizational profile, we began the norming phase by addressing how to divide the assignment among individual team members. We agreed to complete the plan document in weekly sections and the team leader established a meeting schedule with respective due dates. All team members volunteered for individual assignment sections cheerfully and were careful to maintain a balanced workload. During the norming phase, we learned that clear communication was essential for planning each section of the project. During virtual group meetings, we would frequently provide a summary of our discussion points and decisions to ensure that all group members had


reached an understanding and were in agreement. Open and frequent communication also helped us remain focused on the major initiatives of our strategic plan

• Performing-‐ Once our group grasped our main objectives, we were able to begin performing with the understanding that we would be meeting weekly to monitor and discuss our progress. This structure, along with our clear delineation of individual roles and assignments, allowed us the freedom to perform without constantly checking in with other team members. We trusted in each person’s judgment, ability and initiative. This mutual trust and accountability helped our team function smoothly and successfully. Due to the freedom of the performing phase, we were able to see each team member’s strengths and creativity come to fruition.


TEAM MEETING MINUTES Meeting Minutes

Futuramas Meeting

Adobe Connect, March 27, 2014, 8:30 PM

Members Present:

Leader: Joanna Marsh

Facilitator: Christina Magnifico

Secretary: Tim Wilcox

Finisher: Darcie Canfield

Absent: None

Discussion Topics

• Discussed organizational profile

Action Items

• Assigned individual tasks to do before next meeting

• Objectives were divided for each for each team member to work on

Agenda for Next Meeting:

• Review Organizational Profile/Planning sections

• Discuss Current Reality and New Priorities

• Assign individual tasks to complete by next team meeting

• Schedule next team meeting time

• Final questions/wrap up

Next meeting to be held on April 3, 2014 at 8:30 via Adobe Connect

Minutes Submitted by Tim Wilcox


Meeting Minutes

Futuramas Meeting

Adobe Connect, April 3, 2014, 8:30 PM

Members Present:





Absent: None

Discussion Topics


Action Items

• Assigned individual tasks to do before next meeting

• Objective/goals were divided for each for each team member to work on


• Review completed assignment sections

• Discuss remaining New Priorities sections & Team Retrospective

• Assign tasks to complete by next team meeting

• Schedule next team meeting time





Meeting Minutes

Futuramas Meeting


Members Present:





Absent: None

Discussion Topics


• Discussed remaining sections

Action Items

• Remaining assignment sections were divided for each team member to work on


• Opening questions/comments

• Discuss revisions & editing plan

• Discuss presentation


• Schedule next meeting time

• Pick new roles



Meeting Minutes

Futuramas Meeting


Members Present:





Absent: None

Discussion Topics

• Discussed remaining strategic profile sections

• Discussed the presentation

Action Items

• Presentation assignment sections were divided for each team member to work on

• New team roles were picked

• Revise and edit strategic plan


• Opening questions/comments

• Discuss presentation




Documents

LI805XS Team Futuramas Strategic Plan