DRAFT STRATEGIC PLAN FOR THE UNIVERSITY LIBRARIES
December 10,
2002
…In
the age of electronic information resources and the Web, the library is
even more visible and valuable as the means for selecting and organizing
knowledge, for creating and preserving access to that knowledge, and for
providing a Web-accessible information space where users find and use information.
Students and faculty depend on the information and knowledge resources
of the Libraries for their teaching, learning and research activities.
Faculty and students value the Libraries as a source of credible, reliable
and non-commercially provided knowledge resources, personal assistance
and instruction in how to find and use a wide range of information.
We
aspire to be a great library, a great destination for teaching, learning
and research. Greatness lies in distinguished research collections that
bring the best students and faculty to Notre Dame and attract international
scholars. Great research libraries by definition hold large collections
and have for years been known by their most distinguished, complete or
unique collections. Today, however, greatness comes from many roles:
The
Libraries face several challenges in the aspiration towards greatness:
In
1994, the Ad Hoc Committee on Libraries addressed this topic and concluded
that the Libraries at that time were "too small" on all dimensions: library
faculty and staff, collections and information resources, and space. That
assessment resulted in a substantial increase in the annual budget between
1994/1995 and 2000/2001, although the $12 million recommended for retrospective
purchasing was not funded. Since then, further assessment and input has
come from the Self Study Review Committee and the Notre Dame faculty. While
noting that collaboration in collection development is essential, their
recommendations still categorize the Libraries as "too small" and emphasize
the critical need to strengthen the Libraries’ collections and provide
access to electronic resources, which together are requirements for enriching
graduate programs and faculty research.
Notre
Dame is focused on maintaining academic excellence and expanding research
initiatives. The right size for the Libraries is a function of University
goals for graduate programs and faculty research. More funding is needed
to support graduate programs and research than is needed to support undergraduate
learning and research.
In
addition, the right size in library collections and information resources
is a function of the cost effectiveness of collections versus interlibrary
loan/document delivery in meeting information needs. A critical mass of
faculty and students working in any specific subject area usually means
that the library collections and subscriptions to electronic resources
are more cost effective than document delivery on request.
Determining
the balance between these methods, that is between the role, and therefore
size of the collection, and the role of resource delivery on request is
an art, not a science, and the balance will vary by subject. We have attempted
to describe the Libraries’ collections on the basis of their purpose and
relation to faculty research at Notre Dame. In some disciplines and fields
of study, library collections are the research laboratories. In these cases,
the building of a "just-in-case" collection, that is the research laboratory,
is critical; the presence of a systematically and comprehensively developed
collection in which any number of scholars can work is the desired condition.
In the second instance, Notre Dame faculty use the library collections
to find information or knowledge, but while they want to find information
within the collection, the library collection as a whole is not their laboratory.
And, in these cases, while there must be some collection in place to provide
frequently requested information, the focus is less on building a comprehensive
and systematic collection, but rather on building a collection that meets
specific information needs with greater use of document delivery/interlibrary
loan for ensuring timely access to the desired information.
In
general terms, we can categorize the arts, the humanities, and some social
sciences, and even an occasional science or two, mathematics comes to mind,
as areas where the emphasis is on the laboratory. Some social sciences,
engineering, other sciences, and business lean toward the other end of
the continuum, requiring significant amounts of information in all formats,
but the focus is on meeting current information needs, a "just-in-time"
approach. Even these labels are arbitrary and there can be many useful
arguments made to that end. However, the purpose is more clearly to delineate
a range of purposes for library collections, to offer assistance in identifying
what is needed, and to match resources to appropriate aspirations.
In
the Libraries today, we have looked at the question of what is the right
size by thinking of what we want to achieve and what resources are needed
to do that. Particularly for library collections and information resources,
we have included consideration of current library collection strengths;
priorities for colleges and Ph.D. programs; University aspirations to grow
research programs and to be a scholarly destination of choice; the role
of library collections and information resources as a research laboratory;
and the anticipated cost-effectiveness of the collection in meeting information
needs. To support university aspirations, the Libraries must continue to
grow” (Report on the University Libraries Strategic Planning, November
7, 2002).
Overview of strategic areas
“With
clear ideas on our contributions to academic excellence and commitment
to the Catholic intellectual tradition, on aspirations of being a great
library, … we have articulated four areas of library responsibilities,
within which to identify strategic directions and initiatives. These areas
speak to the library as a:
·Facilitator
of learning and teaching
·Center
for research and scholarship
·Intellectual
commons
·Creative
and knowledgeable organization”
(Report
on the University Libraries Strategic Planning, November 7, 2002)
A.Facilitator of Learning and Teaching
“Academic
programs at the University are changing in curricular content and instructional
styles. Information technologies are rapidly affecting University services
and classroom instruction, and the web in particular is dramatically expanding
the availability of information. To remain effective and supportive of
the learning and teaching efforts of the University, the library of the
21st century must transform services to meet changing user needs and expectations
and develop services to make users more productive. To help prepare students
for their academic studies and employment in the information age, the Libraries
will be deeply involved in the teaching of information seeking skills and
concepts, as information technology is integrated into all aspects of the
curriculum” (Report on the University Libraries Strategic Planning,
November 7, 2002).
Direction
1.Assume a leadership role in enhancingdeveloping the
Libraries’services
to support
traditional and innovative ways of teaching and learning.
Initiative
A.Enhance
instruction efforts to help users become skilled consumers of information
Promote
interactive and collaborative learning
Initiative
A.In
collaboration with the Kaneb Center, the Office of Information Technologies,
and other campus units, develop programs that incorporate new learning
technologies and online information resources into classroom instruction
through the use of creative teaching methodologies.
Initiative
A.Facilitate
intercultural and interdisciplinary learning
Initiative
B.Partner
with the General Counsel’s officeLead
campus efforts to promote the understanding of copyright issues,
particularly those that deal with fair use in the digital environment.
Initiative
C.Facilitate
faculty and students use and creation of digital information in collaboration
with campus partners
to.
Initiative
A.assist
faculty with copyright issuesPartner
with the
Kaneb Center, the Office of Information Technologies, and other campus
units
to
develop programs that incorporate new learning technologies and online
information resources into classroom instruction through the use of creative
teaching methodologies.
Initiative
A.Develop distance
learning services
for students and faculty,
with particular emphasis on international initiatives
Enhance
course management by incorporating links to library resources
Initiative
D.Expand
access to image collections by creating a digital visual resources collectionIntegrate adaptive
technology and other related services throughout the Libraries
to facilitate the use of the Libraries’
resources by individuals with disabilities.
Initiative
E.Provide
enhanced data services
to promote the understanding of statistical methodologies.
Direction
2.Assume a leadership role in promoting
and teaching research and information seeking skills as a basis for lifelong
learning.
Initiative
A.Articulate
an information fluency
plan.
Initiative
B.Expand
training in research and information seeking skills.
Initiative
C.Increase
partnerships with teaching faculty to incorporate a library research
component into
their courses.
Initiative
D.Increase
opportunities for librarians to develop or improve teaching
skills.
Initiative
E.Provide
campus leadership in the assessment of information fluency
skills.
Direction 32.Transform
services to meet changing user needs and expectations.
Initiative
A.Employ
a variety of assessment methods to learn about our various user groups
and their distinct needs, and redesign or develop new services to meet
those needs.
Initiative
B.Collaborate
with key departments and units outside the Libraries in order to be well
informed about the latest developments in the curriculum and in technology
and to respond to the changing needs of students and faculty.
Initiative
C.Develop
library services for alumni.
Initiative
D.Develop
library services for participants in international programs.
Direction
3
4. Createand
support integrated,clear
and seamless access to the Libraries’ services, collections, and other
information resources.
Initiative
A.Seek
ways to make the Libraries’ catalog more accessible, functional, and easy
to use.
Initiative
B.Apply
user-interfaced research to redesign the Libraries’ web site to include
a customizable “My Library” information gateway.
Initiative
C.Assist
faculty in incorporating links to the Libraries’ resources and preparing
customized resource web pages for their courses.
Initiative
D.Seek
maximum integration of the Libraries’ catalog and the web site.
Initiative
E.Enhance
ways to move easily between bibliographic citations and full-text.
Initiative
F.Ensure
that all the Libraries’ resources are accurately represented in the catalog
and are reliably available.
Enhance
the content of catalog records
Direction 45.Deliver
information resources andvelop services that
enhance the quality of teaching and learning and to makeusersstudents
and faculty more productive.
Initiative
A.Publicize
and promote to students and faculty the Libraries’ services that support
teaching and learning.
Initiative
B.Enhance
users’ awareness of reference librarians and subject or topic specialists.
Initiative
C.Provide
more efficient user-initiated electronic services that allow users to self-checkout,
renew books, request interlibrary loan items, etc.
Initiative
D.Support
teaching and learning through an efficient, integrated document delivery
and interlibrary loan system.
Direction
5.Assume a leadership role in promoting
and teaching research and information seeking skills as a basis for lifelong
learning (no
initiatives written yet)
B.Center for Research and Scholarship
“Library
collections in many formats act as a physical and virtual center for [research
and scholarship] ... and provide one of the strengths of the University
in support of academic excellence.[Research]
collections [and the services associated with them] are developed in cooperation
with the faculty and support the academic priorities and initiatives of
the University.While most collections
provide support for [teaching and learning], our signature collections
support those areas [where] the University has a significant historical
investment, ... a history of academic excellence, and … a focus on the
great issues facing humanity” (Report on the University Libraries Strategic
Planning, November 7, 2002).
Direction
1.Evaluate, develop, and align
the Libraries’ collections with current University programs
and priorities, through collaboration and renewed outreach with schools
colleges and academic
departments
units.
Initiative
A.Collaborate
with the various University constituents, i.e., the Libraries, faculty,
and administration in developing collections and resources.
Initiative
B.Align
resources and allocations to reflect both new
research and scholarly priorities and support University identified centers
of excellence.
Initiative
A.Support
interdisciplinary collections and programs.
Initiative
C.Develop
collections from a user-centered perspective
(The is a value.)
Initiative
D.Develop
collections that distinguish Notre Dame as a Catholic university.
Initiative
E.Continue
to develop selected collections to an internationally distinguished level.
Initiative
F.Establish an assessment
processes
to evaluate collections.
Initiative
G.Create
endowed positions for library facultyin
areas of University priorities, especially in support of interdisciplinary
programs.
Initiative
H.Expand
access to image and soundcollections
by creating a digital resources collection.
Initiative
I. Provide
enhanced data services.
Direction
2.Identify strategic partnerships
that support collection development.
and
scholarly communication
Develop
partnerships with the Graduate School and other University units to identify
and support major purchases
Initiative
A.Develop
partnerships with the Graduate School and other University units to identify
and support major purchases.
Initiative
B.Develop
partnerships with appropriate library consortia and individual libraries
to facilitate cooperative collection development and resource sharing.
Initiative
C.Develop
partnerships with other libraries with research
collections that could support
new programs which have
inadequate localcollections
and minimallibrary
expertise.
Initiative
D.Develop
partnerships with donors to secure long-term sources of financial support
for selected collections.
Lead
campus-wide efforts to promote understanding of scholarly communication
issues
Direction
3.EnsureExapand
adafocused
preservation program to ensure the long-term usefulness of the Libraries’
resources.
Initiative
A.Expand
internal and outsourced preservationefforts
initiatives.
Initiative
B.Establish
a digital re-formattingimagingprogram
for both preservation and access.
Initiative
C.Continue
preservation efforts for the various Catholic collections.
Initiative
D.Establish
a digital archiving
programlibrary
depository program for the creation of scholarly materials, in collaboration
with other campus units.
Direction
4.Inform the University’s academic
units and faculty about the library’s Libraries’ ability
to provide resources to meet their information needs and determine from
them which programs are considered to be areas of strength and excellence.
Initiative
A.Improve
collection development efforts through better communication with researchers
and scholars through ongoing development of liaison relationships.
Initiative
B.Clearly
define and communicate the extent of resources needed to maintain our pre-eminent
collections.
Direction
5.Promote the Libraries and their
resources to increase visibility in the larger academic community.
Initiative
A.Catalog
unique materials in a timely fashion.
Initiative
B.Enhance
the web presence of research and scholarly collections.
Initiative
C.Encourage
active participation in professional programs and associations that are
affiliated with specialized collections.
Direction
6.Lead
campus-wide efforts to promote understanding of scholarly communication
issues.
Initiative
A. Promote partnerships
with on campus publishers to collaborate with digital initiatives, like
SPARC.
Initiative
A.Promote
partnerships with on-campus publishers to collaborate with digital initiatives.
Initiative
B.Develop
a series of programs relating to scholarly communication.
Initiative
C.Launch
an educational effort on campus to provide guidance on fair use and other
issues such as database licensing, user privacy, electronic reserves and
copyright aspects of interlibrary loan and document delivery services.
Direction 7.Createand
support integrated,clear
and seamless access to the Libraries’ services, collections, and other
information resources for researchers.
Initiative
A.Seek
ways to make the Libraries’ catalog more accessible, functional, and easy
to use.
Initiative
B.Apply
user-interfaced research to redesign the Libraries’ web site to include
a customizable “My Library” information gateway.
Initiative
C.Seek
maximum integration of the Libraries’ catalog and the web site.
Initiative
D.Enhance
ways to move easily between bibliographic citations and full-text.
Initiative
E.Ensure
that all the Libraries’ resources are accurately represented in the catalog
and are reliably available.
Direction 8.Transform
and develop services
to make researchers more productive.
Initiative
A.Employ
a variety of assessment methods to learn about our various user groups
and their distinct needs, and redesign or develop new services to meet
those needs.
Initiative
B.Expand
campus document delivery services.
Initiative
C.Enhance
“just-in-time” acquisitions.
Initiative
D.Develop
and expand current awareness services.
C.Intellectual Commons
“Even
as the Libraries work to develop the ‘virtual’ library, the concept of
the library as a place remains key to the services we provide and the role
of the Libraries in meeting the educational and research needs of the University
community. The Libraries should provide secure, comfortable, and useable
environments for students. The Libraries should serve as meeting places
for faculty and students; should provide an intellectual commons. We must
adapt our facilities to provide for growth of the collection, support changing
patterns of teaching and learning, and optimize the use of new technologies”
(Report on the University Libraries Strategic Planning, November
7, 2002).
Direction
1.Make the libraries more comfortable
and appealing
Initiative
A.Renovate
the Libraries’ interiors, with special emphasis on HVAC improvements which
both make people more comfortable and help to preserve the collections
Initiative
A.Improve
the Libraries’ looks and comfort through acoustical improvements, including
carpeting, visual improvements, such as lighting, paint, and plants, and
ergonomic improvements, such as sound furniture(including
the branch libraries)
Direction
2.Arrange collections and service
points logically to facilitate their use
Initiative
A.Arrange
collections based on projected use, for example, quick access to frequently
consulted materials, specialized environments for unique materials, and
remote access for selected materials
Initiative
A.Using
principles of way-finding, locate service points so that they are highly
visible and logically arranged.
Initiative
A.Install
an systems of signs and maps to facilitate the use of collections and services
Direction
3.Provide an appropriate variety
of spaces for library users.
Initiative
A.Zone some areas for quiet study
for individual users
Initiative
B.Zone some areas for collaborative
activities
Initiative
C.Zone some areas for food and
drink
Initiative
D.Separate collection storage areas
from service and social ones
Initiative
E.Design flexible classroom spaces
to facilitate instructional activities in consultation with the Kaneb Center
Direction
1.Make the Libraries more comfortable
and appealing.
Initiative
A.Renovate
the Libraries’ interiors to improve the looks and comfort of both Hesburgh
and the branch libraries through carpeting, lighting, paint and plants,
and by providing an ergonomically-sound mix of furniture.
Initiative
B.Improve
HVAC to help make people more comfortable and also to preserve the collections.
Initiative
C.Incorporate
a café into Hesburgh Library to facilitate social and intellectual
discourse.
Direction
2.Arrange collections and service
points logically to facilitate their use.
Initiative
A.Arrange
collections based on projected use, for example, quick access to frequently
consulted materials, specialized environments for unique materials, and
remote access for selected materials.
Initiative
B.Locate
service points so that they are highly visible and logically arranged.
Initiative
C.Install
a system of signs and maps to facilitate the use of collections and services
by using principles
of way-finding.
Direction
3.Provide an appropriate variety
of spaces forthe Libraries’
users.
Initiative
A.Zone
some areas for quiet study for individual users.
Initiative
B.Zone
some areas for collaborative activities.
Initiative
C.Zone
some areas for food and drink.
Initiative
D.Separate
collection storage areas from service and social ones.
Initiative
E.Design
flexible classroom spaces to facilitate instructional activities in consultation
with the Kaneb Center.
Initiative
F.Address
deficiencies in the quantity and quality of private study carrels.
Initiative
G.Establish
a publicly accessible computing area with both Library and technical assistance
immediately adjacent.
Direction
4.Develop staff work spaces that
are efficient and logically arranged.
Initiative
A.Design
a logical work-flow arrangement.
Initiative
B.Provide adequate space
for equipment and activities.
Initiative
C.Develop
appealing work spaces to aid in recruitment, morale, and retention of personnel.
Initiative
D.Provide
an appropriate mix of group and private office spaces.
Initiative
E.Provide
an adequate number of meeting rooms.
Direction
5.Develop a comprehensive infrastructure
for proven leading-edge technological needs.
Initiative
A.Expand
wireless capacities throughout the buildings in collaboration with the
Office of Information Technology.
Initiative
B.Develop
a high-end laboratory for digital conversion of the Libraries’
materials.
Initiative
C.Bring
current technological infrastructure of the Libraries up-to-date.
Initiative
D.Bring
network infrastructure to maximum possible bandwidth and to
allow for further
expansion.
Direction
6.Address the collection space
needs of the Libraries.
Direction
4.Develop staff work spaces that
are efficient and logically arranged
Initiative
A.Design
a logical work-flow arrangement
Initiative
A.Provide
enough space for equipment and activities
Initiative
A.Develop
the most appealing work spaces on campus to aid in recruitment, morale,
and retention of personnel
Direction
5. .Develop a comprehensive infrastructure
for proven leading-edge technological needs
Initiative
A.Expand
wireless capacities throughout the buildings in collaboration with the
Office of Information Technology
Initiative
A.Develop
a high-end laboratory for digital conversion of library materials
Initiative
A.Bring
current technological infrastructure of the Libraries up to date
Direction
6.Address the space needs of the
libraries. (no initiatives written yet)
Initiative
A.Install
movable shelving where appropriate.
Initiative
B.Explore
cooperative off-site storage for selected materials.
D.Creative and Knowledgeable Organization
“To
fulfill its role as an information leader in support of the University's
ambitions for teaching, learning and research as stated in the Quest for
Leadership, the Libraries need highly knowledgeable, skilled, flexible
and creative library faculty and staff….The
Libraries need people who can see opportunities, set directions, align
themselves, and generate the necessary motivation to convert challenges
into information solutions” (Report on the University Libraries Strategic
Planning, November 7, 2002).
Direction
1.Recruit, train, develop, and effectively
utilize the Libraries’ employees in a flexible manner that acknowledges
the evolving nature of our work and the changing demands of our users.
Initiative
A.Create
position descriptions that encourage and support changing environments
and new responsibilities.
Initiative
B. Enrich
current career path opportunities.
Initiative
C.Encourage
individual, team, and departmental creativity that could improve existing
services or that develop new ones.
Initiative
D.Enhance
current library training and development programs.
Initiative
E.Initiate
additional opportunities to learn skills
and competencies.
Initiative
F.Establish
standards of excellence that include “best practices” and “core competencies.”
Initiative
G.Provide
financial resources for continuing learning and professional development.
Direction
2.Foster an organic culture that
enables the Libraries to adapt to the evolving University identity and
to be relevant in the future.
Initiative
A.Develop
a reward system that recognizes individual or group accomplishments and
activities based on risk taking, innovation, and flexibility.
Initiative
B.Attract
diverse library faculty to Notre Dame,
in collaboration with the Kresge Law Library, and provide them
with opportunitiesto
gain academic library
experience Enrich
diversity programs
Initiative
C.Provide,
in collaboration with the Kresge Law Library, opportunities for four diverse
high school students to experience academic libraries as summer student
assistants by endowing the summer program.
Initiative
D.Build
consensus around the desired Libraries’ mission, vision, values, and culture.
Direction
3.Optimize organizational structure
to support the Libraries’ programs and initiatives.
Initiative
A.Link
individual goals to department, Library, and University mission and directions.
Initiative
B.Publicize
the Libraries’ mission and goals to users and the Libraries’ staff.
Initiative
C.Expand
the use of cross-functional teamwork.
Initiative
D.Partner
with Human Resources and a library consultant to design position descriptions
to include measurable expectations, clear responsibilities, and fair assessments.
Initiative
E.Obtain
additional human resources expertise and support.
Direction
4.Develop a user-centered culture
that guides the Libraries
and informs all their policies, procedures, and decisions.(no
initiatives written yet)
Initiative
A.Integrate
accountability and performance measures into the unit and planning process.
Initiative
B.Demonstrate
effectiveness of programs, services, and collections through regular assessment,
benchmarking, and the identification of “best practices.”
Initiative
C.Establish
performance standards