Library Administration Home at The University of West Georgia

Strategic Plan

UWG Library Strategic Plan (DRAFT)

(revision 2013.10)


NOTE: This is a rough draft version of an emerging strategic plan for the library. Feel free to edit as you see fit and to introduce entirely new ideas, structure, impact, purpose, your own incomplete thoughts and whatever you think will make this plan useful to continuing the library’s success.


Purpose of this Plan:

This document is intended to provide a framework to guide the library in making decisions about how to manage its resources in a manner that best serves the needs of its users (students/faculty/staff/community). The library serves to further the goals of the institution by managing the library's budget, personnel, facilities and collection resources to ensure superior support of the curricular and research needs of the campus communities.

Assumptions:

I. Our Mission

Library facilities, collections, services and programs support teaching and learning; showcase scholarship; and reflect distinct characteristics and resources of the university. The library provides content resources for student research and curricular endeavors; systems and environments for discovery of, preservation of, and access to information resources; and instructional services to support mastering the use of information to excel in research, curricular activities, critical thinking and lifelong learning.

II. Our Vision

The library’s vision is … [about a paragraph here]

The Ingram Library is a national leader in becoming the intellectual and cultural commons of an academic institution. Together with our university, we advance the discovery of knowledge and encourage the synthesis and analysis of knowledge to create informed and responsible global citizens. We anticipate and meet the information needs of our diverse communities, at any time and at any place.

III. Our Values

The library values… [about a paragraph here]

- collaboration

-diversity

-excellence

-responsiveness


Ingram Library

Overarching Theme:  An Integrated and Vital Component of Scholarly Pursuit

Focus:  The Academic Heart of the Campus Welcomes You

Example:  Supports Academic Success, Provides Cultural Enrichment


Library facilities, collections, services, and programs support teaching and learning; showcase scholarship; and reflect distinct characteristics and resources of the university. The library provides content resources for student research and curricular endeavors; systems and environments for discovery of, preservation of, and access to information resources; and instructional services to support mastering the use of information to excel in research, curricular activities, critical thinking, and lifelong learning.


Ingram Library is composed of Access Services, Instructional Services, Special Collections, Technical Services, and Administration.  Central to student success, the library facility houses collections, supportive services, and space for study, collaboration, and research. Point of use research support and access to resources is also provided via the library’s online presence. Library faculty and staff sustain a welcoming, supportive, and safe environment; select, organize, and maintain collections to support curricular and research needs;  coordinate subscription, cataloging, and sharing of resources; manage technologies critical to information organization and access;  instruct and assist in identifying, evaluating, and effectively and ethically using information; collaborate with faculty in the development of collections and instruction; collect and make accessible an archive of regional, university, and unique materials; and arrange programs, exhibits, and performances  to engage campus and external communities.  The library invests heavily in professional development and takes pride in the expertise and educational attainment of its employees.  Library faculty and staff contribute to service and governance within the university, University System, and the community; fill leadership roles in state, regional, national, and international professional organizations; and contribute to scholarship.  


[Following is an earlier draft of above paragraph]


Ingram Library is composed of the library Administration and the areas of Access Services, Instructional Services, Special Collections, and Technical Services. Its faculty and staff sustain a welcoming, supportive and safe environment; select, organize, and maintain collections to support university curricular and research needs, managing an annual collections budget of over one and half million dollars;  make every possible effort to acquire access to needed resources for all students, faculty and staff; provide services to enhance the use of information resources and supportive technologies;   instruct and assist in identifying, evaluating, and effectively and ethically using information; collaborate with faculty in the development of collections and instructional activities related to the use of these collections; and provide cultural and informative programs, exhibits, and performances  to enhance collaboration in and engagement with campus and external communities.  


The library efficiently manages the fiscal resources necessary to purchasing and subscribing to university information/research resources and coordinates subscription, cataloging, sharing of University System of Georgia information/research resources.  The library explores, implements and manages a wide variety of technologies that are critical to information organization and access.  The library facility is central to student success in that it provides study, collaboration and research space for over one million users a year and that it provides browsable access to the university’s investment in a multi-million dollar collection of resources both in print and online.  The library collects, houses and makes accessible an archive of regional, university and unique materials.


The library invests heavily in professional development of its faculty and staff and takes pride in the educational  and professional expertise of its employees.  The library faculty and staff are active contributors to service and governance within the university, university system and the broader community; fill leadership roles in state, regional, national and international professional organizations; and contribute to scholarly communications that increase the knowledge base within the field of librarianship as well as in other academic disciplines.  


IV. Our Goals

  1. Facilities: Renovate. Expand. Staff.

  2. Services/Instruction: Integrate library services and instruction into the curriculum in such a way that library participation in the academic life of each student (and the student’s effective and ethical utilization of information resources) is considered and sought by the faculty as an essential part of education at UWG.  (Access services?)

  3. Collections: While continuing to extend acquisitions to support programs, coordinate with USG libraries to collect cooperatively to realize efficiencies in facilities and fiscal allocations to the best benefit of students and faculty access to information resources.  (Special Collections -- Further define collection goals and pursue university and external funding to achieve.)

  4. Programs:  Continue current successes and explore options for expanding this service through collaborations with other units on campus and in the community.  

    • Objective: Identify and seek to eliminate obstacles to student, faculty and public participation in library events.  (Special Collections)

  5. Workplace/Personnel: Take steps to increase the overall well-being of library employees.


Objectives and Strategies for Each Goal


Facilities: Renovate. Expand. Staff.

  1. Objective A:

    1. Strategy 1

    2. Strategy 2

    3. Strategy 3

  2. Objective B:

    1. Strategy 1

    2. Strategy 2

    3. Strategy 3


Services/Instruction: Integrate library services and instruction into the curriculum in such a way that library participation in the academic life of each student (and the student’s effective and ethical utilization of information resources) is considered and sought by the faculty as an essential part of education at UWG.  (Access services?)

  1. Objective A: Identify and seek to eliminate obstacles to student, faculty and public participation in library events.

    1. Strategy 1

    2. Strategy 2

    3. Strategy 3


Collections: While continuing to extend acquisitions to support programs, coordinate with USG libraries to collect cooperatively to realize efficiencies in facilities and fiscal allocations to the best benefit of students and faculty access to information resources.  (Special Collections -- Further define collection goals and pursue university and external funding to achieve.)

  1. Objective A:

    1. Strategy 1

    2. Strategy 2

    3. Strategy 3


Programs:  Continue current successes and explore options for expanding this service through collaborations with other units on campus and in the community.  

  1. Objective A:

    1. Strategy 1

    2. Strategy 2

    3. Strategy 3


Workplace/Personnel: Take steps to increase the overall well-being of library employees.


V. Our Structure

Management Areas:

  • Administration: Serves to further the goals of the institution by managing the library's budget, personnel, facilities and collection resources to ensure superior support of the curricular and research needs of the campus communities.


  • Access Services: Supports the research and instructional needs of the students, faculty and staff of the University of West Georgia, by providing easy and effective access to the specific information resources required, regardless of format or location.


  • Instructional Services: Leads the library in reaching across the university to promote information literacy and continuous learning; collaborates with other campus organizations and programs to support research and learning; personalizes students’ research experiences to help them achieve academic success. Members are professionally active working with colleagues on state and national levels to keep abreast of current trends and latest issues in the profession.


  • Special Collections: Acquires, preserves, provides access to, and promotes the use of a wide range of primary resource materials in their original formats, including books, manuscripts, photographs, artifacts, and electronic recordings, to support and enhance the educational, research, and administrative activities of the University of West Georgia, its constituencies, and the University System of Georgia.


  • Technical Services: [mission statement here…]


Resources:

  • Collections: The Irvine Sullivan Ingram Library supports the mission of the institution and the changing needs of the University through its collections and services. The Ingram Library selects and manages its resources in order to support the broad educational mission of the University and to provide its large and diverse community of students, faculty and staff with access to recorded information. Collection development directly supports the University instruction, research, and public service responsibilities which include curriculum related instruction, extracurricular learning, research, and other campus educational objectives.


  • Personnel:

  • Services:

  • Facilities:

  • Online Presence:

  • Public Image:

  • Personnel Expertise and Skills (Our local faculty and staff talents)

  • Student Expertise, Interests and Skills

  • Faculty Expertise, Interests and Skills

  • Community Expertise, Interests and Skills


Overarching Activities:

  • Planning:

  • Budgeting:

  • Assessment:

  • Reporting

  • Improvement:

  • Innovation:

  • Policies and Guidelines

  • Public Relations/Marketing:


Metrics:

  • Collections Use

  • Facilities Use

  • Services Use

  • Courses and Instruction Outcomes

  • Profession Best Practices

    • Libraries and Librarians

    • Academic Librarians and Professional Staff

    • Academic Libraries

    • Universities

    • University Faculty and Professional Staff

  • Library employee opinions, perceptions and needs

  • Our campus community opinions, perceptions and needs

    • Faculty

    • Student

    • Staff

    • External Community

  • Budget Measures

    • Cost/Benefit Analyses


Decision-Making Processes

(Note: Our governance structure for academic matters should mirror that of the campus general faculty and faculty senate.):

Constituents and Constituent Groups:

  • Dean (Final Authority; All library decisions subject to review at this level as desired by the Dean.) = University President

  • Leadership Team (Advises the Dean; Provides forum for coordination on matters affecting multiple library areas. = President’s Advisory Council/Faculty Senate Executive Committee

  • Area Head (Coordinates decision-making by area staff/faculty on matters specific to their area.) = Campus Administration (Deans, Assoc Deans, Chairs, etc.)

  • Faculty Librarians (Legislative body for the library; Decisions subject to Dean’s approval; Approved decisions become library policy or guidelines with full effect over all library employees as appropriate) = Faculty Senate/Senate Committees/General Faculty

  • Staff (How do they participate in decision-making?) = Staff Council?

  • UWG faculty (non-library) (UWG Faculty Senate)(¿Create a Faculty Advisory Council?)

  • UWG students (UWG Student Government Association; Ingram Library Student Advisory Board)

  • UWG staff (UWG Staff Council)

  • UWG’s broader community (Penelope Melson Society)

  • UWG Faculty Administration (President; Provost; Deans’ Council; President’s Advisory Council; Vice Presidents; etc.)

Flow of Decision-Making

  • Decision-Making in General: Sources of action can vary among staff, faculty, departments, students, campus and community entities, … 0 Review by faculty librarians, leadership team, staff, dean, constituent groups as desired 0 Vote of Faculty Librarians if desired or required 0 Approval by the Dean 0 Approval by Provost if required 0 Approval by Faculty Senate if required.

  • Academic Policies: Vote of the Faculty Librarians 0 Approval by the Dean 0 Approval by Provost 0 Approval by Faculty Senate (if required)

  • Library Policies: Vote of the Faculty Librarians 0 Approval by the Dean

  • Library Guidelines: Approval by affected library personnel 0 Publication to list of library guidelines

  • Budget Allocation: ?

  • Personnel:

  • Organizational: The library Dean, in consultation with the library faculty and staff, shall determine the organizational structure necessary for the orderly, effective, and efficient administration of the library. The heads of library areas shall recommend for the Dean’s approval, the organizational structures that pertain to their areas.

VI. Rough Ideas Section for Our Goals, Objectives, and Strategies


[rougher ideas for goals go here…]


Goal: Provide library resources (collections, personnel, facilities, services) at levels within the norms of those provided by our peer institutions, as recommended by professional standards, and as appropriate to successfully support campus curricular and research needs.


Goal: Provide building facilities within the norm of what is provided by our peer institutions and recommended by professional organizations.

Objective:

Keep adequate library building facilities on the list of campus priorities.

Actions/Strategies:

Prepare whitepaper that articulates the need for library building facilities adequate to our university population.

Measures:

Having adequate library building facilities on the list of campus priorities.

Timeframe:

Continuous.


Goal: Provide library staffing levels within the norm of what is provided by our peer institutions and recommended by professional organizations.

Objective:

Secure additional library faculty and staff.

Actions/Strategies:

Prepare list of positions needed, their purposes and include these in budget proposals.

Measures:

Additional library staffing.

Timeframe:

Continuous


Goal: Value the students, faculty, staff and community-members that constitute our university and who make our university unique.

Objective:

Incorporate input from our constituent groups (listed below) into our routines of decision-making.

Actions/Strategies:

Identify organizations that represent our constituent groups and liaison with these organizations.

Measures:

Reports on the influence realized from our interactions with constituent organizations.

Timeframe:

Continouous


Objective:  

Respect and value the professional expertise and integrity of our library faculty and professional staff.


Actions/Strategies:

Encourage library staff and faculty to make decisions and influence change based upon their considered opinion on how to proceed with changes and additions to library services and collections; recommend best practices to employ within their areas; take risks in trying-out new ideas for services, programs, collection areas,...;

Measures:

Instances of library staff and faculty implementing decisions that influence change.

Timeframe:

Contiuous


Goal:

Objective:

Actions/Strategies:

Measures:

Timeframe:


The University of West Georgia is defined primarily by the student, faculty, staff and connected communities of individuals whose talents, interests, involvement and creative activities constitute the institution’s unique resources.  This community is vibrant and transforms as the members change and as the interests and activities of existing members grow.  


GOAL: The library invests heavily in learning about the institution’s current students, faculty, staff and community members to arrive at a definition of the university as it currently exists and to effect improvements that will allow the library to:

  • develop services and collections to support and influence university needs and activities;

  • support existing and attract future members who will contribute positively and complement the existing population.

  • ...


GOAL: The UWG library defines, measures, and improves its effectiveness by focusing upon its user populations.  The library allocates resources that deliberately and clearly increase student and faculty success.  


GOAL: The success of the library depends upon:

  • Short-term planning and goals that leverage the use of existing library resources;

  • Longer-term planning and goals that identify needs for new resources, changes to existing resources and that articulate and implement avenues for acquiring these new resources;

  • ...


GOAL: Respect and value the professional expertise and integrity of our library faculty and professional staff by allowing them to:

  • make decisions and influence change based upon their considered opinion on how to proceed with changes and additions to library services and collections;

  • recommend best practices to employ within their areas;

  • take risks in trying-out new ideas for services, programs, collection areas,...;


GOAL: Recognizing the fact that our environment is constantly changing and that the needs the library must address will change over time, this strategic plan does not list the specific goals for library services and collections but rather seeks to establish a decision-making environment within the library that is focused upon enabling the library to:


  • Take risks, be innovative and respond to discovered needs.

  • Communicate more rapidly and pervasively throughout the organization.

  • Establish and act upon small/faster-paced goals.

  • Pivot quickly to respond to newly discovered needs and assess the effectiveness of such changes.

  • Analyze and assess our organizational ability to respond rapidly and to be innovative.

  • Leverage our size -- we know more about the campus initiatives via our activity on senate and in other administrative/service roles -- build upon this knowledge and act upon it.

  • Increase intentionality in leveraging our involvement with senate and other campus entities and in leveraging our inherently interdisciplinary nature/expertise.

  • Align our goals with campus initiatives.

  • Continue to be accomplished at identifying and quantifying resources needed to provide existing and new services to satisfy discovered needs.

  • Value the students, faculty, staff and community-members that constitute our university and which make our university unique.

  • Incorporate input from our constituent groups (listed below).

  • Are informed and assessed by metrics that attempt to provide direct correlation between student/faculty success and library services and resources.

  • Recognize the limits of existing library resources to fully satisfy all identified needs and respond by articulating and seeking increases to library resources that will allow identified needs to be me.

  • Respect existing library services and resources when they continue to correlate to student/faculty success and ensure these are protected from an undue impulse for change.

  • Ensure changes to library services and resources are vetted as necessary to identify and coordinate their impacts upon the library, campus and community.

  • ...


VII. Our Timeline

[discuss timeline for accomplishing goals/objectives…]


VIII. Modification

Revisions to this document require a vote of the library faculty and approval by the Dean of University Libraries.