mabee library strategic plan 2011-2014 w here imagination & wisdom meet

Matthew Colbert, Danielle DeMotte, Kelli Doubledee, & Jerusha Shipstead

LI 805XAFall 2011

Mabee Library Strategic Plan

2011-2014

Where Imagination & Wisdom Meet

About Us

Monkanmiswa is a portmanteau that represents our four states of origin. In essence, it is a difference that makes us similar.

Monkanmiswa

Jerusha Shipstead - Montana

Danielle DeMotte - Kansas

Kelli Doubledee - Missouri

Matt Colbert - Iowa

Executive Summary

Objective 1• Gate counts should equal or exceed previous years'.

Strategy 1: VALUE• Mabee Library will continue to gauge the success of its practices

and services in order to provide optimal access to learning resources.

Action Plan 1 • Monthly gate counts, use of Lib Guides to facilitate training

needed for library staff to answer patrons’ questions.

Objective 2• Washburn University will view Mabee Library as a beacon of

scholarly advancement. Surveys obtained from users will reveal 75% view Mabee Library as such.

Strategy 2: SUSTAINABILITY• Mabee Library will serve as a campus hub vital to academic

success and achievement.

Action Plan 2• Mabee Library will administer an annual survey to assess and

purchase items necessary for aesthetic improvements, collection development, instructional supplements, and meaningful communication.

Executive Summary continued

Objective 3 • An improved user experience of Mabee Library’s digital services

and resources as measured by the surveys every year and an increase in visitors to the Library’s Digital Branch.

Strategy 3: CURRENT EFFORTS• Mabee Library will continuously evaluate its virtual and digital

services and resources.

Action Plan 3 • Digital Initiatives will oversee technical modifications and

investigate the suggested technologies identified in the annual survey.


Objective 4• Implement technologies based on annual comparison reports

that identify new technologies, academic library trends, and evolving user needs. Staff will participate in professional development activities to remain current.

Strategy 4: THE FUTURE• Investigate promising, innovative technologies, and the possible

repercussions inherent in their implementation; e.g., e-books, mobile apps, and digitally-born materials.

Action Plan 4• The Library will annually compare its services to those of top-

notch academic libraries. Staff will attend webinars, conferences, tutorials, and consultations as well as tour innovative, ground-breaking facilities.


Organizational Profile

Washburn University was established in 1865 and provides education through its College of Arts and Sciences and its schools of Applied Studies, Business, Law, and Nursing

Mabee Library was founded in 1977; it is a hub of constant activity that serves hundreds of students, faculty and community members every day and also offers 24/7 assistance provided by online and virtual services (Washburn University Libraries, 2011, Friends of Mabee Library)

Institutional Overview

The Organization

The Library’s hierarchy has the Dean followed by Assistant Dean. All factions report to either composing a flat organization without steps which applies to librarians as well as associates. (J. Druse, personal communication, September 2, 2011)

Guiding Values

Mabee Library will . . . • Create an atmosphere that enables student retention and success

• Counter effects of budget cuts by focusing on service and access

• Support information literacy and create lifelong learners

• Focus on user-centered services

• Provide faculty with quality and relevant materials

• Furnish a variety of educational formats; e.g., digital and print

Mission Statement

The Washburn University Libraries are teaching libraries, dedicated to student

success and the development of a learning community which effectively,

efficiently, and ethically uses information in the 21st century.

Washburn University Libraries, 2011, 2011-2015 strategic plan, p. 1.

Mabee Library encourages imagination and promotes

wisdom.

Preparation & PlanningLibrary Management Team

• The Assistant Dean will lead the team

• Team will include:• Assistant Dean, • Tammy from Digital Initiatives, • Martha from Special Collections, • three members from both Public Services and Library Operations, • two members from the Faculty Library Committee, • two Friends of the Library members, and • two members of the Board of Regents

Planning Factors

Positive Factors:• Staff - added new positions and reclassified others to improve work flow

• Community - supportive community including a Friends and Student Friends of the Library. There is also institutional support as evidenced by the protection of the library finances from the budget reductions seen campus wide.

• Organizational Culture - Several changes created a more user-centered environment; staff and supporters are prepared to continue the momentum to transform the Library into a resource hub .

Limiting Factors:• Funds - vulnerable to the effects of the economic downturn, which may limit

possible change.

• Physical space - Library has a limited physical space to house collections and provide services.

Current Reality

Environmental ScanFunding• Washburn University Budget

Financed by local sales tax, a state operating grant, and student tuition (Washburn University, 2011).

The current economic crisis has negatively affected funding resulting in reduced state, federal, and charitable giving . The University experienced 10% budget reductions in the last few years (The Higher Learning Commission, 2010).

• Cost of higher education

Washburn tuition rates have experienced a steady increase over the last few years; however, family incomes have remained stagnant (ACRL Research Planning and

Review Committee, 2011). This limits the University’s ability to increase tuition in an attempt to offset public funding losses and still maintain enrollment goals.

• Limited funds affect potential improvements to the library.

Environmental Scan continued

New Technologies• Mabee Library has recently added new computers, iPads, and

LibGuides (Mabee Library progress report, 2010).

• 99.8% of college students own a cell phone, 49% own a smart phone

understandably, apps are becoming increasingly important; technologies such as tablets, e-readers, and other hand-held devices are growing more popular and the use of e-books is expected to rise (ACRL Research Planning and Review Committee, 2011).

• To keep up with technology trends, Mabee Library must continue its investment in new technologies that best serve its students.


Staff Training and Services• With the growth of virtual education, it has become increasingly

important for librarians to provide online support to students and instructors (ACRL Research Planning and Review Committee, 2011).

• The Library revamped its website, introduced LibGuides, and added more reference service hours resulting in higher student attendance to campus instruction sessions (Mabee Library Progress Report, 2010).

• To continue providing up-to-date service, the library staff must receive training in skills necessary to keep up with service changes and the adoption of technological advances.


Digitization• Convenience is the primary factor in selecting resources -

electronic sources remain the preferred format (ACRL Research Planning and Review Committee, 2011).

• Technological improvements made to Library include the purchase of a digital microform reader and a book scanning unit (Mabee Library Progress Report, 2010).

• It is important for Mabee Library to continue its digitization efforts, especially for use by distance education students who might otherwise not have access to the resources.

SWOT Analysis

EXTERNAL

Opportunities

• expanding tablet and e-book market= replacement of paper materials

• trend of Washburn's higher student enrollment= financial profit

• review current Library services and compare with ACRL's 2011 Standards

Threats

• perennial danger of budget cuts

• increasing demand for electronic resources and the subsequent cost of obtaining and maintaining these subscriptions

• unstable state of national and international economies

INTERNAL

Strengths

• qualified and experienced staff

• devoted and active Friends of and Student Friends of Mabee Library

• newly renovated spaces

• established and effective Information Literacy program

Weaknesses

• Library does not have adequate assistive tools and materials to serve users with particular needs; e.g., outdated and minimal audio, visual technologies

• Library's facilities cannot sustain expansion, limiting the growth of its physical spaces

Organizational Performance

Mabee Library

WU Students

Information Access

WU Professors and Administrators

Academic success /retention

Community Topeka, KS

Collaboration

Service

Staffing

Facilities

Funding

Organizational Performance-Staffing

• Increase in FTE librarians by net 1.5

• Realignment of staff for efficiency

• Reference services were increased by 20 weekly hours to provide research assistance to students during all hours the Library is open

• Use of LibStats to track reference transaction data• LibStats is a simple, free, open source, Web-based system for

tracking reference statistics and questions.

Mabee Library should address "improvements in facilities, funding, service and staffing for Mabee Library" (The Higher Learning Commission, 2010, p. 2)

Organizational Performance-Services

• Mabee Library foot traffic increased 20% from the previous year.

• Website modernized - Now ATTRACTIVE and EFFECTIVE• Implementation of new catalog interface Encore

• Introduced a Web 2.0 tool, LibGuides, designed to assist students in learning to use library facilities


Organizational Performance-Services continued

• 69 computers were added including 25 new Windows laptops, 6 new iMacs, 4 new Macbooks, and 4 new iPads. Total of 75 computers in the Library for student use.

• The Electronics classroom is available for either class instruction or student use.

• A wireless computing network was installed.

• Three high-definition Sony Bravia televisions were installed on the main level of the Library.


Organizational Performance-Services continued

• The Library operating systems were upgraded and up-to-date software purchased.

• New digital microform reader

• High-definition book scanning unit.

• Despite a 10% budget decrease experienced by the University over the past two years, the Library witnessed a 426% spending increase on electronic resources (Higher Learning Commission, 2010, p. 3)


Organizational Performance-Facilities

• Reconfiguration of furniture

• New furniture purchases

• New coffee kiosk

• Group study rooms with white boards

• Reorganization of spaces, i.e., reduced print reference to allow space for leather couches, video viewing area, and computer stations.


Gap Analysis

Successes

• Gate Count has increased• Access for distance learning

students is now equal to on campus students

• Purchase of new technologies• Renovation of spaces• Increase in library staff• Reference desk staffed during

Library open hours for research instruction and help

Failures

• Data must be gathered to determine if Library is continuing to meet users’ needs

• Meeting the needs of distance education students and general preference for Internet access

• Physical space is not sufficient• Staff requires opportunities to

implement new technologies• According to reference

transactions, specific department needs must be assessed.

New Priorities

Strategic Profile

To meet the goals of our mission statement and guiding values we must:

• Strive to meet patrons needs, professionally and technologically

• Acknowledge that the Digital Age has brought a new agent into the library and has created new challenges

• Provide high-quality, professional service to help our patrons meet their information need regardless of location, learning style, or format

Future Vision

Mabee Library continues to envision a future where it is the heart of Washburn University; a community hub that invests in the training and tools necessary to remain on the cutting edge of the information world.

The Library will be flexible to meet the needs of the curriculum, faculty, and students in order to educate and equip them for success.

The Library recognizes and embraces the philosophy of "library as place" and will continue to facilitate and encourage students, faculty, and the greater community to share our dynamic spaces.

Strategic Initiative 1Create an inviting space for patrons to utilize which serves as a central hub for campus collaboration, learning, discovery, and communication.

• As the bookstore model library becomes more popular, patrons will come to expect a more sophisticated ambiance

Mabee Library will evaluate and explore future user needs, sustainability, and value.

• It is important to identify specific library services that are being utilized and by whom. In addition, Mabee Library will assess areas and segments of the University community who do not use library services to determine the causes.

Action Plan

Goal 1.1: VALUE

Mabee Library will continue to gauge the success of its practices and services in order to provide optimal access to learning resources.

Objective:

• Gate counts should equal or exceed previous years‘; a special program will map and compare this data.

• This goal is perpetual and will be assessed annually.

Goal 1.1: VALUE continued

Action Plan:

• Staff will be trained to be knowledgeable in all areas of library services. Reference transactions will be tracked with LibGuides to facilitate areas of concentration for staff training.

• Gate counts will be monitored on a monthly basis to evaluate trends. Trends in library access will be investigated. Any trend not easily attributed to student enrollment, weather, and semester session dates will be identified.

Goal 1.2: SUSTAINABILITY

Mabee Library will serve as a campus hub vital to academic success and achievement.

Objective:

• Washburn University will view Mabee Library as a beacon of scholarly advancement. Surveys obtained from users will reveal 75% view Mabee Library as such.

Action Plan:

• Assess library's potential for expansion or aesthetic improvements.

Goal 1.2: SUSTAINABILITY continued

• Employees need to tour newly renovated or cutting-edge libraries in order to identify key components.

• Staff will collaborate with department heads and students to determine user needs. If departments do not use the Library, an outreach team will be assembled to investigate the cause.

Action Plan:• A survey will be administered annually to assess ongoing

improvements in the areas of aesthetics, resources, instruction, communication, and action.

• Mabee Library will purchase additional resources and equipment to fulfill these needs.

Strategic Initiative 2

Keep abreast of technology while making decisions that will best serve our community.

• Mabee Library will evaluate its technologies, the status of its digitization efforts, as well as investigate technology trends to discover which would be best for the Library and its patrons.

Goal 2.1: CURRENT EFFORTS

Mabee Library will continuously evaluate its virtual and digital services and resources.

Objective:

• An online survey administered at the exit of the library's catalog, asking the user to rate their experiences, will provide valuable information.

• Anticipate a completed survey from one of every four users.

• Surveys will be conducted throughout the academic year with annual assessments.

Goal 2.1: CURRENT EFFORTS continued

Action Plan:

• A team headed by Digital Initiatives will design, implement, and examine the results of surveys culminating in annual reports to the Dean.

• Following submission, a meeting will be held to discuss the team's report, suggestions for further improvements, and possible technological investments.

• Digital Initiatives will oversee any changes and will investigate recommended technologies.

Goal 2.2: THE FUTURE

Investigate promising and innovative technologies and the possible repercussions inherent in their implementation, specifically: the rise of e-books, mobile apps, and digitally-born materials.

Objective:• The Library will annually compare its services to those of top-

notch libraries.

• Library staff will attend webinars, conferences, tutorials, and consultations to keep abreast of the changing environment as well as tour innovative, ground-breaking facilities.

• Each staff member is required to attend at least two such meetings during the academic school year.

Goal 2.2: THE FUTURE continued

Action Plan:

• The team headed by Digital Initiatives will compare Mabee Library services to those of top rated academic libraries and discuss the data in conjunction with the user survey results to identify promising new services.

• Throughout the year, Digital Initiatives will work closely with library staff to organize and advertise professional development opportunities, e.g., conferences, webinars, tutorials, consultations, and tours of innovative library facilities.

FY12 FY13 FY14

BUDGET 1,975,744 1,979,693 1,983,927

12 modern design wooden bookcases 1,800

4 leather couches 4,220

4 OPAC computers 3,700

Fund for professional development 11,000 11,700 12,450

MABEEPDC Server Licenses (x 40) 6,370

MABEEPDC User Licenses (x 40) 280

NTPUBLIC Citrix Licenses (x 15) 5,800

NTPUBLIC Server Licenses (x 15) 2,390

Departmental Resource Allocation 15,000 16,200 17,440

Hardware and software to assist visual, hearing, and speech impaired patrons

4,300

Contingencies fund 1,500 1,500 1,500

TOTAL 41,520 44,240 31,390

Budget

Performance Management

Synergies• Simultaneous

implementation throughout the year

• Both Initiatives work to improve user experience

• Initiative 1 must consider Initiative 2’s technologies and trends in order to accommodate the new services and spatial requirements

• Conversely, technologies identified in Initiative 2 help Initiative 1 meet its value and sustainability goals

Potential Conflicts• Investment of staff time

and energies; to avoid scheduling conflicts new tasks will be planned around regular duties

• The Initiatives require funding, to mitigate budgetary conflicts the Library will prioritize investments and stagger purchases

Monitoring/Modification

• Compare and analyze survey statistics; gate counts will be logged monthly and compared to the statistics of previous years

• The results of these surveys will be reviewed and discussed by library staff; progress of the Initiatives will be assessed annually with revisions made accordingly

Contingencies

• Obstacles and unforeseen expenses are, unfortunately, expected to occur

• The Friends and Students Friends of Mabee Library support the mission and goals of the Library

• The Library has included in the budget emergency funds for such occasions

Conclusion

Mabee Library’s investments in staff and services will provide longevity and accomplish its mission as a “a teaching library, dedicated to student success and the development of a learning community that effectively, efficiently, and ethically uses information in the 21st century” (Washburn University Libraries, 2011, 2011-2015 strategic plan, p. 1).

Washburn University’s view of Mabee Library as a campus hub essential for student success and achievement is vital to the Library’s survival in a rapidly changing, technology-driven society.

Team ProgressionForming

• period of trepidation and excitement for the group• began work on the project immediately and maintained high levels of interest,

momentum, and dedicationStorming

• longest phase, which began with technical difficulties• frequent miscommunication and misunderstandings • members still expressed opinions freely, which were met with respect, if not

agreementNorming

• began when members witnessed the tangible results of our collective hard work• minor disputes still arose but were either resolved or compromises were

reachedPerforming

• second longest stage during which members accelerated our efforts• continual revisions until a product was created that reflected the members'

goals for the project

We will fondly remember the obstacles we overcame and the achievements we gained by working together as a cohesive unit

References

•ACRL Research Planning and Review Committee (2010, June 28). 2010 top ten trends in academic libraries: A review of the current literature. College & Research Libraries News, 71(10), 286-292. Retrieved from

http://crln.acrl.org/content/71/6/286.full

•Druse, J. (n.d.). Improving reference services through assessment [PowerPoint Slides]. Retrieved from http://www.washburn.edu/mabee/staff/index.shtml

•Freeman, G. T. (2005). The library as place: Changes in learning patterns, collections, technology, and use. Retrieved from http://www.clir.org/pubs/reports/pub129/pub129.pdf

•The Higher Learning Commission. (2010). Staff analysis of institutional report. Retrieved from http://www.washburn.edu/admin/accreditation/HLC_Commission_response_WU_Progress_Report.pdf

•Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384-399.

•Washburn University. (2010). Mabee Library progress report: Submitted to the Higher Learning Commission. Retrieved from

http://www.washburn.edu/admin/accreditation/Mabee_Progress_Report_Final_to_HLC.pdf

•Washburn University. (2011). Mission statement. Retrieved from http://www.washburn.edu/main/about-wu/information-about- wu/mission-statement.html

•Washburn University Libraries. (2011). Washburn University Libraries 2011- 2015 strategic plan. Retrieved from http://www.washburn.edu/mabee/strategic_plan/strategic_plan_2011-2015.pdf

•Washburn University Libraries. (2011). Brief history. Retrieved from http://www.washburn.edu/mabee/about_us/history_of_libraries.shtml

•Washburn University Libraries. (2011). Friends of Mabee Library. Retrieved from http://www.washburn.edu/mabee/friends/index.shtml

References continued

mabee library strategic plan 2011-2014 w here imagination & wisdom meet

Documents

library staff

view mabee library

valuemabee library

sustainabilitymabee

academic library trends

current effortsmabee

action plan

innovative technologies