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Strategic Plan Document Strategic Plan Document Document Transcript

  • Kansas State University LibraryStrategic Plan 2011-2013 Panayiotis Stathopoulos Stephenie Heinz Patricia Peterson LI805 March 2011
  • Table of ContentsExecutive Summary …………………………..……………….. 3Introduction ………………………………………….…..……….. 4 Organization ………………………………..……………..4 Vision, Values, Mission ............................................. 4Planning Team …………………………………………………… 5Planning Factors ..………………………………………………..5Current Reality ……………..……………………………………..6 Environmental Scan………………….………………….6 SWOT Analysis…………………………………………….6 Organizational Performance………………………...7 Gap Analysis………………………………………………..7New Priorities…………………………………………………..…..8 Strategic Profile…………………………………………...8 Future Vision……………………………………………….8Action Plan……………………………………………………...…….9 Priority A………………………………………………….….9 Priority B……………………………………………………10 Priority C……………………………………………………11 Timeline……………………………………………………..12 Contingencies……………………………………………..14Budget……………………………………………………………........15Concluding Remarks………………………………….…...…...16References………………………………………………...…………17Appendix…………………………………………………...…………18Summary Report of Team Activities……………………..20 SLIM LI 805 2
  • Executive Summary Kansas State University (K-State) located in Manhattan, Kansas, serves a populationof over 23,000 students from all 50 states and more than 90 countries. The university has alibrary system that includes the main campus library as well as specialized libraries in thefields of Architecture, Engineering, Math, and Veterinary Medicine. Within the past year the K-State library system has completed the final steps of amulti-year reorganization project designed to align the library system more closely withcurrent and future trends in technology and educational delivery systems. Thisrealignment effort created four separate divisions within the library system:  The Content Management Scholarly Communications Division Contains such things as the functional aspect of collection development, interlibrary loan, metadata and digital development.  The Research, Education, and Engagement Division Arranged by academic level rather than discipline with categories for undergraduate/community service, graduate/faculty and archives/special collections.  The Administrative and IT Services Division Contains technology, financial, human resources and building services.  The Assessment and Public Relations Division Handles matters related to events and exhibits as well as external communication and research and development support. Hale Library as the main campus library is the site of much of the activity within thelibrary system and as such must be designed to provide the maximum amount of servicepossible to all students and faculty members. With this in mind the library help desk wasredesigned to replace the multiple access points that were previously used to delivervarious services throughout the library. Services such as interlibrary loan, circulation,reference and reserve requests that were previously handled at separate locations withinthe library have all been consolidated into a single help desk location. Another redesignproject to completely reconfigure the 2nd floor InfoCommons area is currently in progresswith an anticipated completion date of summer 2011. The Purple Academics committee has established the following priorities to beaddressed by the strategic plan we are proposing:  Priority A: Careful stewardship of resources  Priority B: Enhanced systems to ensure user success in library  Priority C: Collaborative partnerships across the university based on analysis of environment and innovative approaches to critical inquiry and knowledge production. SLIM LI 805 3
  • The committee is attempting with this plan to more closely align the K-Statelibraries with the service deliver options required to provide competitive services to allstudents, staff and faculty members. Introduction The expectations of university library users are changing rapidly along with theirlevel of technological competence. Added to this is the rising cost of maintaining printcollections and subscriptions. For these reasons it is becoming imperative that universitylibraries investigate fully the possibilities of digital materials in regards to collectiondevelopment and maintenance.The OrganizationThe K-State libraries are organized into four separate divisions. A complete organizationalchart is included. (Table 2, Appendix)VisionWe aspire to be a leading intellectual and learning environment that anticipates andcreatively fulfills the needs of our communities by funding, acquiring, and organizing adiverse array of resources and providing personalized expert assistance.ValuesWe respect and protect the right to explore all points of view and the right to privacy. Weencourage interaction with any individual or group and treat all people with respect,dignity, and courtesy. We consider many viewpoints before making decisions andencourage creativity, risk-taking, and innovation. We spend our money wisely and in waysthat afford the broadest benefit to our users. We create an environment that promotesongoing learning for ourselves and our users. SLIM LI 805 4
  • MissionWe guide our community in its quest for intellectual discovery and lifelong learning. Weadvance the creation, sharing, and preservation of knowledge at Kansas State University.The new mission will be to move more of the collection and services online. Planning Team The Purple Academics Planning Committee team was responsible for drafting, revisingand finalizing the strategic plan. The committee consists of the following members:  Panayiotis Stathopoulos Project Leader, compiled the new priorities and action plan sections of the document.  Stephenie Heinz Secretary, compiled the current reality section of the document and meeting minutes.  Patricia Peterson Team Member, compiled the organizational profile and preparation/planning sections of the document. Planning Factors The K-State libraries system has already made significant progress towards creatingand maintaining digital content which makes this aspect of strategic planning much easier.The library currently maintains two different web sites dedicated to digital content. Theresearch and extension department website has a collection which includes the followingsubject areas: 4H, Crops, Economics, Environment and Natural Resources, Equipment andStructures, Food, Forestry, Health and Safety, Home and Family, Insects, Lawn and Garden,Livestock and Research and Extension. The K-State Research Exchange (K-REx)http://krex.k-state.edu/dspace/ is a service to preserve and provide permanent access toscholarly materials created by K-State faculty and students. Materials available in K-RExinclude journal articles, conference papers, technical reports, white papers, electronicthesis/dissertation/reports (ETDR) and other digital resources. Part of the strategic planproposed by the Purple Academics team involves moving the K-State Research Exchangewebsite from DSpace to Digital Commons for increased efficiency and functionality. SLIM LI 805 5
  • Current RealityEnvironmental Scan  Money/Funding Hale Library at Kansas State University is located in a smaller metropolitan area thathas been influenced by the recent economic recession. However, the university and thepresence of Fort Riley military base nearby allow for much of the economic stability in thecommunity. The area is rural agrarian, with significant agricultural influence both on theuniversity and the city as a whole.  Space Collection growth is essential to maintaining the library’s stance as an informationstronghold for the campus and the community. In order to keep up with the larger,wealthier libraries of Kansas University in Lawrence, KS and the libraries of metropolitanKansas City, Hale library must adapt its space to accommodate the growing collection. Alsodigitization and cooperation with other libraries through interlibrary loan services are anessential area for future growth as well. Refusal to concentrate on collection developmentand digital services will decrease student recruitment for the university and causeinformation seekers to look elsewhere.SWOT AnalysisStrengths  The library’s strengths lie in its ability to function as a team unit in progressing towards goals and objectives.  Outstanding interlibrary loan services, reference librarian services, information and computer technological servicesWeaknesses  Facility updating and modernization,  Lack of space, inability to expand current buildings and storage spaces  Minimal specialized programming and community outreach activitiesOpportunities  Our current external opportunities include continuous growth in student and community participation through awareness workshops, constant presence at university and community functions.  Hale wishes to remain relevant to the student body as well as to the larger academic research community and can do so through increasing our online collection of information resources. SLIM LI 805 6
  •  The library can improve by incorporating more team organization and group management styles to increase employee input in the decision-making process.Threats  Budget cuts and funding always present a threat to the library system.  Lacking multicultural and bilingual servicesOrganizational Performance Performance analysis will be undertaken to monitor and document progresstowards library goals and objectives to ensure alignment with library’s mission and visionstatement, guiding values. Inventory will be taken of the current assessment methodswhile evaluating their effectiveness and integration with institutional and library planningand decision-making processes. Design and implementation methods to assess libraryperformance and customer value, highlighting a set of key outcome-based performancemeasures such as digitization of library collection and community and student outreachgoals.Gap Analysis The results of the performance analysis will show a gap between the goals of thestrategic plan and the current realities of the library and staff performance. Improvementsin current acquisition policies as well as the movement towards increasing our digitalcollection will enhance the resource selection process and information access in the futureand increase quality and quantity of resources provided to the library’s patrons. Thecurrent reference tools and librarian services are adequate for the present capacity of thelibrary, however, as technology moves forward, so must the library’s ability to reach thepatrons and vice versa through the use of user-friendly access tools. The performanceanalysis will also conclude that increasing collaborative partnership between departmentsis necessary to improve the flow of knowledge production within the library. SLIM LI 805 7
  • New PrioritiesStrategic Profile The future of libraries resides in the digital realm. Successful libraries across thecountry and around the world are focusing their efforts on providing access to their users,through collaboration and via licenses, to online journals, books, and other print materials.In addition, successful libraries recognize the wealth of information at their ownuniversities and strive, through data curation programs, to connect the work of scholarsacross the disciplines. Data sets of all kinds are uploaded into searchable universitydatabases that encourage collaborative efforts in the areas of pedagogy and research. Onemeans is by an institution joining the Digital Commons. Currently Kansas State Universityparticipates in DSpace, but plans to join Digital Commons because of the latter’s enhancedfeatures for connectivity across universities and options for establishing open access selfpublishing in the form of refereed (supported by software) online journals. In addition, itwill enhance user access to materials around the world as the university refocuses itsacquisition efforts toward online materials.(See, in particular: Jean-Gabriel Bankier and Irene Perciali, “The Institutional Repository Rediscovered: WhatCan a University Do for Open Access Publishing?” http://works.bepress.com/jean_gabriel_bankier/1)Future Vision In the coming years, Kansas State University will connect both its mission as auniversity and its digital collection to the goal of global service in agriculture, science, andtechnology. Thus, the library and its staff will serve the university both at the local andglobal level, accessing materials from other places and making the products of K Stateaccessible to the world. SLIM LI 805 8
  • Action PlanMission/Vision:To acquire, organize, and preserve the scholarly record and to provide services and toolsfor users to access this information for purposes of teaching, learning, and research, that is,the creation of knowledge.Priority A:Careful stewardship of resources Goal: Address rising costs of print and electronic serial publications and books through updated prioritization and selection system (see Table 1, “K State Library Collections,” Appendix) Objective 1A: Review and revise current collection acquisition practices Strategies: o Study the usage of our collections, the current and future needs of users, and make informed decisions about collections development and management o Implement a comprehensive development and management policy for collections in order to base future acquisitions on user needs and institutional strengths Metrics:  Product: Collection usage (print materials circulation report and online database usage report for last five years) and user survey report by The Content Management Scholarly Communications Division  Product: Updated collections development and management policy by The Content Management Scholarly Communications Division Objective 2A: Move more of our collection and services online. Strategies: o Expand the use of consortia, collaboration, and outsourcing in order to contain the cost of selecting, purchasing, processing, housing, and preserving collections o Expand cooperative relationships in which other institutions provide materials in areas outside our strengths o Assess acquisitions/collections services to reallocate resources and eliminate services no longer needed o Establish criteria for long range maintenance and storage of collections o Work with vendors for licensing terms that maximize cost-effective access to the electronic scholarly resources needed by users SLIM LI 805 9
  • Metrics:  Product: Consortia/Collaboration/Outsourcing report by The Content Management Scholarly Communications Division  Product: Vendor/Licensing Terms report by acquisitions divisions team  Product: Acquisitions/collections services personnel report by division heads team and director  Product: Physical space usage report by director and division heads team  Product: Revised budget that institutes a 5% overall decrease in annual expenditures for library collection by reallocating funds toward electronic journals and e-book access and away from print journal subscriptions and print copies of booksPriority B:Enhanced systems to ensure user success in library Goal: Strengthen the ability of library personnel to address user needs through streamlined services and user-friendly tools. Objective 1B: Revitalize the Libraries’ relationship with and ability to deliver services to students and faculty. Strategies: o Strengthen outreach activities so users know about Libraries’ services o Expand Libraries’ role on University multidisciplinary research teams, contributing experience as professional information consultants o Review and revise library services delivery approach, focusing on library web page usage and ease of use o Publicize Libraries’ mission and services to university Metrics:  Product: Report on current and proposed outreach activities by The Research, Education, and Engagement Division  Product: Report on outreach efforts, current assistance provided by librarians to faculty research, and survey of faculty on current multidisciplinary research projects across campus by The Research, Education, and Engagement Division  Product: Report on library services (including web page services) with proposed revisions by division heads and The Research, Education, and Engagement Division  Product: University-wide marketing campaign on library services developed by division heads, library director, and The Assessment and Public Relations Division SLIM LI 805 10
  • Priority C:Collaborative partnerships across the university based on analysis of environmentand innovative approaches to critical inquiry and knowledge production Goal: Establish connections with all departments and divisions, gathering information on teaching, learning, and research challenges connected with library. Objective 1C: Revise library instructional practices for users. Strategies: o Enhance users’ understanding of the complexities of the information environment and help them become more adept at conducting effective searches, evaluating information sources, analyzing information needs, and using information effectively Metrics:  Product: Report on current practices and proposed revisions to instructional services to library users, focusing on underrepresented groups by The Research, Education, and Engagement Division Goal: Create interdisciplinary connection opportunities for scholars via digital collection project. Objective 2C: Discover, capture, preserve, and make available digital, research, knowledge, and information assets created or collected by users. Strategies: o Enhance the Libraries’ role in the University digital information environment, particularly the role in the creation, maintenance, preservation, storage, and sharing of the University’s digital information and scholarship by shifting K-State’s participation in DSpace to a membership in Digital Commons o Revise faculty members’ understanding of institutional repositories from static archives into an active place for scholarly activities by introducing SelectedWorks (integrated within Digital Commons) which makes faculty members’ websites the points of entry, controlled by the faculty member, for showcasing their personal—and ongoing—research o Support open access publishing by serving as an online, open access Publisher of faculty created, refereed online journals via Digital Commons rather than DSpace o Review the University’s special collections, records management, and University archives programs and develop recommendations to address the lifecycle management and long-term preservation of University records and personal papers in all formats SLIM LI 805 11
  • Metrics: o Product: Data Curation Committee (a team within The Content Management Scholarly Communications Division) will identify and articulate the Libraries’ changing role in the University digital information environment (i.e., creation, maintenance, preservation, storage, and sharing of the University’s digital information and scholarship) via a web presence and outreach workshops. Further, the committee will address, as part of its mission, the strategies above. The committee will be comprised of representatives from each library division and will address the following metrics. o Product: Report on shifting K-State’s open access publishing and other digital efforts from DSpace to a membership in Digital Commons o Product: Outreach workshops and documents for faculty members on the opportunities for and benefits of hosting and promoting (as well as archiving) active research endeavors o Product: Report on joining VIVO (“an open-source semantic web application that enables the discovery of research and scholarship across the disciplines at an institution”). From: VIVO: Enabling national networking of scientists: Reference guide for manual data input. V. 1.1., p. 2Timeline for Completing Strategic PlanYear OneTeams addressing Priorities A, B, & C begin work of gathering and analyzing data. Teams for Priority A: The Content Management Scholarly Communications Division Teams for Priority B: The Research, Education, and Engagement Division and The Administrative and IT Services Division Teams for Priority C: The Research, Education, and Engagement Division, The Content Management Scholarly Communications Division (with representation from each library division)Completion of Priority A at end of Year One: Careful stewardship of resources  Product: Collection usage (print materials circulation report and online database usage report for last five years) and user survey report by The Content Management Scholarly Communications Division  Product: Updated collections development and management policy by The Content Management Scholarly Communications Division and division heads  Product: Consortia/Collaboration/Outsourcing report by The Content Management Scholarly Communications Division  Product: Vendor/Licensing Terms report by The Content Management Scholarly Communications Division SLIM LI 805 12
  •  Product: Acquisitions/collections services personnel report by division heads team and director  Product: Physical space usage report by director and division heads team  Product: Revised budget that institutes a 5% overall decrease in annual expenditures for library collection by reallocating funds toward electronic journals and e-book access and away from print journal subscriptions and print copies of booksYear TwoCompletion of Priority B at end of Year Two: Enhanced systems to ensure user successin library  Product: Report on current and proposed outreach activities by The Research, Education, and Engagement Division  Product: Report on outreach efforts, current assistance provided by librarians to faculty research, and survey of faculty on current multidisciplinary research projects across campus by The Research, Education, and Engagement Division  Product: Report on library services (including web page services) with proposed revisions by division heads and The Research, Education, and Engagement Division  Product: University-wide marketing campaign on library services developed by division heads, library director, and The Assessment and Public Relations DivisionYear ThreeCompletion of Priority C at end of Year Three: Collaborative partnerships across theuniversity based on analysis of environment and innovative approaches to criticalinquiry and knowledge production o Product: Data Curation Committee (a team within The Content Management Scholarly Communications Division) will identify and articulate the Libraries’ changing role in the University digital information environment (i.e., creation, maintenance, preservation, storage, and sharing of the University’s digital information and scholarship) via a web presence and outreach workshops. Further, the committee will address, as part of its mission, the strategies above. The committee will be comprised of representatives from each library division and will address the following metrics. o Product: Report on shifting K-State’s open access publishing and other digital efforts from DSpace to a membership in Digital Commons o Product: Outreach workshops and documents for faculty members on the opportunities for and benefits of hosting and promoting (as well as archiving) active research endeavors SLIM LI 805 13
  • o Product: Report on joining VIVO (“an open-source semantic web application that enables the discovery of research and scholarship across the disciplines at an institution”). From: VIVO: Enabling national networking of scientists: Reference guide for manual data input. V. 1.1., p. 2ContingenciesA variety of factors, anticipated and un-anticipated, will impact the strategic planning of theKansas State University libraries. The following list, though not exhaustive, illustratespotential challenges for and responses to this strategic plan:Anticipated ContingenciesBased on reports from the chief academic officer of the university, budget lines for allacademic divisions will remain flat in the coming year (at minimum), requiring creativesolutions to acquisitions, delivery systems, and staffing of services.Following the midterm elections, federal and state funding for university programs andstudent aid will be under review; cuts in all areas are expected. Realignment of budgetpriorities at the university level will follow.Acceptance, rejection, or request for resubmission of proposals for external grant fundingfor library projects that are in the “pipeline” will occur in the next twelve months.A new university-wide fund raising initiative, focused on supporting academic divisions,will not be launched until August 2012.Unanticipated ContingenciesIn the event that library staff members depart from the university (none expected), theirlines will not be replaced, requiring creative solutions to staffing issues in the affecteddepartment(s).On occasion, gifts to the university (sometimes given anonymously and without advancenotice) are directed toward supporting the library. SLIM LI 805 14
  • BudgetHale Library______________FY 2010 FY2011SLRY/BN OOE Total SLRY/BN OOE Total7,002,053 6,690,590 13,692.643 $ 7,119,576 6,631,074 13,750,650Legend:FY (Fiscal Year) SLRY/BN (Salary & Benefits) OOE (Operations & Other Expenses)$ (Dollar amounts in millions)For complete K-State Budget: http://www.k-state.edu/budget/mc1.pdf As the Table above indicates, from the 2010 to 2011 fiscal years, there has been an annualtotal increase of approximately $57,000. In the 2011 fiscal year, the need to increase Salary & Benefits by approximately $117,000 resulted in a decrease from the 2010 fiscal year, in the Operations & Other Expenses line of fiscal year 2011, of approximately $59,000. Current Library Budget Automation Books & 3% Binding Digital Content 12% Salaries and Fringe Benefits 3% Collections Salaries and Digital Content Fringe Collections Benefits Automation 30% 52% Books & Binding SLIM LI 805 15
  • Proposed Budget Changes Books & Binding Automation 9% 3% Digital Content 6% Salaries & Fringe Benefits Collections Digital Content Salaries & Fringe Collections Benefits Automation 30% 52% Books & Binding Concluding Remarks Implementation of this strategic plan is vital to the continued success of the K Statelibrary system. The changes proposed by the Purple Academics team will allow the librarysystem to increase the relevancy and currency of library systems and services. Inparticular the expansion of digital content and improved service delivery will assure thatKansas State University remains in a strong position nationally and is positioned to expandinternationally. The goals set forth in the strategic plan are achievable even within the context of thecurrent economic climate. Although budget constraints will certainly present challengesthe overarching goals should be obtainable even within those parameters. SLIM LI 805 16
  • ReferencesBankier, J.G. & Perciali, I. (2008). The institutional repository rediscovered: What can auniversity do for an open-access publishing? Serials Review, 1-12.doi:10.1016/j.serrev.2007.12.003Retrieved fromhttp://works.bepress.com/cgi/viewcontent.cgi?article=1013&context=jean_gabriel_bankierKansas State University. (2010). Collection/summary statistics. Retrieved fromhttp://www.lib.k-state.edu/geninfo/docs/currentsummarystats.pdfKansas State University. (2011). FY2011 annual budget summaries. Retrieved fromhttp://www.k-state.edu/budget/mc1.pdfKansas State University. (2010). Organizational chart. Retrieved from http://www.lib.k-state.edu/depts/prmc/orgchart.pdfVIVO: Enabling National Networking of Scientists (2010). Reference guide for manual datainput (Version 1.1) [Software]. Available fromhttp://vivoweb.org/files/UserGuide_ManualDataEntry_V1.1.pdf SLIM LI 805 17
  • AppendixTable 1: Strategic Plan Library Collection InformationKansas State University LibrariesCOLLECTION INFORMATION FY2010 FY2009 FY2008VOLUMES IN LIBRARY 2,725,187 2,495,213 2,258,247Net volumes added 298,425 184,589 458,268Titles 1,333,057 1,325,320 1,290,687Volumes 1,351,644 1,342,207 1,303,154Ebook Titles 644,216 470,830 394,213SERIALS 63,643 58,191 44,157Number of e-serials patrons have access to 57,358 46,546 32,957MICROFORM UNITS 1,641,887 1,572,254 1,52,287GOVERNMENT DOCUMENTS 24,328 24,300 24,034COMPUTER FILES 7,210 6,939 6,824MANUSCRIPTS & ARCHIVES 25,402 25,232 24,100AUDIOVISUAL MATERIALS TOTALSCartographic 90,126 90,756 30,497Graphic 4,242 2,752 3,853Audio 24,384 22,215 19,261Audio (emusic) 7,129 5,679 4,619Video 10,501 9,234 8,218Video (evideo) 453 3 n/aAV NON PRINT TOTAL 136,835 130,639 66,448Table 2: Strategic Plan Library Usage InformationMISCELLANEOUS USAGEILL USAGEYearly ILL Loaned 22,486 21,127 23,942Yearly ILL Borrowed 44,473 37,129 32,847YEARLY CIRCULATION 121,821 119,756 122,818PRESENTATIONSAttendance 12,475 11,694 10,481Sessions 600 550 585REFERENCE TRANSACTIONSReference Transactions 40,293 29,382 27,183BOOK REPAIR 2,219 3,124 2,176Adapted from: http://www.lib.k-state.edu/geninfo/docs/currentsummarystats.pdf SLIM LI 805 18
  • Figure 1: Kansas State University Libraries Organizational Chart Larry Johnson Dean Cynthia Robert Violet Kathryn Daniel Janet Dickens Stevenson Williams Vanderbilt Russell Schuler Assistant Assistant Dean Human Technical Resources Assistant Dean Assistant Dean Content Research & Services Director Student Director Dean Management Education Services Marcia Jennifer Terri ONeal Dalloway Stanley Collins McMillan Head, Content Head, Special Head, Graduate Head, Development & Collections Services Undergraduate Acquisitions Services SLIM LI 805 19
  • Summary Report of Team Project ActivitiesStephenie Heinz, Patricia Peterson, Panayiotis Stathopoulos Emporia State University LI 805 SLIM LI 805 20
  • Team Narrative Bruce Tuckman’s group development theory of the 1960’s has long been thefoundation for studies and literature reviews concerning how multi-person teams interact,create, and perform within the organizational and business infrastructure. In Library andInformation Center Management, Stueart and Moran explain Tuckman’s theory of groupdevelopment and also group management structures. They write, “people who are asked towork together for the first time have to get to know each other and learn how to worktogether” (Stuert & Moran 2007). The stages of the group development, forming, storming,norming, performing, and adjourning are basic concepts upon which to build if a group is tosucceed in its goals and objectives. Within our own group, The Purple Academics, eachstage of Tuckman’s theory is represented as we progressed towards our end goal ofproducing the strategic plan document and presentation. Tuckman’s initial stage in which the introductions, and initial reactions to otherindividuals occurs is called forming. It is the stage in which the group dynamic isestablished and the hierarchical structure is beginning to form. In our group, the formingstage is where we decided where we would be on the hierarchical structure. Stephenievolunteered to do the work of the secretary for the group, while Panayiotis agreed tobecome the group’s leader. The initial discussions of the forming stage included ideas aboutwhich direction to go in deciding how the Strategic Plan would come to fruition as well ashow the group would communicate. As research has shown, the forming stage is the mostuncomfortable of the five stages because it is where the personalities of the individualsbegin to arise. For example either natural leaders take over the group or there is a lack ofdecision-making due to suppressive societal instincts and a wish to please or gain approval.In our group, the forming stage was a tentative one in which each of us was ‘getting a feel’for one another and gathering ideas on how each would contribute to the group. The second stage of Tuckman’s theory, storming, is one in which patience andtolerance are important factors in the success of the team. The members of the group arebeginning to open up to each other and express their inner feelings and personal opinionsas to how to approach the goals and directives of the project. For our strategic plan group,this stage began around the second meeting. Individual brainstorming had occurred andwe began to decide the uncomplicated initial factors such as location, library type, and size.We also felt more comfortable with each other so we could express how we really feltabout each of these topics and could discuss more openly how we were going to proceedthrough the strategic plan. This storming stage is important in setting the tone for the restof the group’s time together and we realized that members of our group work welltogether, are agreeable and open to new ideas and differing perspectives. These factorsallowed us to progress successfully forward to the norming stage of group development. The norming stage begins as the group decides on one goal and one plan as to howto carry out its objectives. This stage allows for a certain amount of individual autonomyconcerning their sections of work, while providing opportunities for feedback by the group.Individuals are trusted to work without constant feedback and supervision by othermembers. During this stage, our group divided the plan rubric into sections and decided ona time to have our individual sections completed. We also allowed time for group reviewand feedback. The members were also flexible and understanding of each other if other SLIM LI 805 21
  • parts of our busy lives interfered with our deadlines. The group’s ability to workindividually toward our common goal and produce results efficiently and on time wereimportant to the success of our team. The fourth stage of Tuckman’s theory, performing, involves cooperation andprogressively working towards the group’s end goals. It is here that the group is inherentlyindependent and motivated, as well as able to make decisions autonomously. Our groupreached the performing stage around our third and fourth meetings. We had reached alevel of comfort with expressing our ideas and each had trust that the other individualswithin the group were working diligently and would make good on their promises to posttheir respective sections by the deadline. We could see the results of our efforts and as ourstrategic plan came together, Patti remarked that although the strategic plan assignmentseemed daunting at first, she was surprised at how quickly the group was able to assemblethe working document and was overly pleased with the work the group had accomplishedthus far. The final stage of Tuckman’s theory is adjourning. This process can includehappiness or sadness, as well as anger and frustration depending on how successful theteam was at achieving its objectives. Members of the group can feel a sense ofaccomplishment and can also feel sad about the ending of a productive alliance. Our grouphas mixed feelings about the adjournment and conclusion of this project. We are optimisticabout the work we put into the strategic plan document and presentation, encouraged bythe knowledge that we have each learned from the other members of our group, confidentabout future group projects, and perhaps even a little sad that such a great groupexperience is ending. Furthermore, the application of Tuckman’s group developmenttheory to our own group’s progress over the last six weeks has presented us with theopportunity to review how a group interacts with one another to progress towards theirgoals. We realize that cooperation and a willingness to embrace new perspectives is key toa successful team interaction.Stueart, R.D. & Moran, B.B. (2007). Library and information center management. Colorado:Libraries Unlimited. SLIM LI 805 22
  • MINUTES OF MEETING 1 Date: Saturday January 22, 2011 1:30 PM Venue: ESU Classroom Attendees: Panayiotis Stathopoulos, Patti Peterson, Stephenie Heinz Minutes Taken By: Stephenie Heinz Issues By Discussion & Decision Responsible DeadlineType of library All  Academic-all signed up for an All- each look up 3 2/07/2011Academic vs. academic library group, Patti-Washburn,other  Decision to model after nearby JCCC, WSUPrivate vs. larger academic Stephenie-KU, KSU,public universities/libraries, look at MU how strategic/budget issues Panayiotis-UNO, are addressed. UNL, UofILocation, size, Panayiotis,  Location-Kansas/undecided all 2/07/2011w/ library Patti discussed include isolated,school, degrees centralized near other majoroffered libraries.  Size- 20,000+. No library school, full range of degrees  Community size and demographicCurrent Realities all  Drivers, trends facing all 2/7/2011 academic librariesgoals for our academic library planGoals for library Stephenie  Community outreach all 2/07/2011plan  digitization  provide information accessFuture All  File exchange posts All 1/22/2011Communications  Discussion board  Adobe connect  Email, Text/phone callsGoals for next Stephenie  Post info on nearby All 2/2/2011meeting institutions to file exchange by 2/2/11Team Name all Undecided All 2/7/2011 Date of Next Meeting: 2/7/2011 7:30 PM Venue: Adobe Connect Classroom Conclude at 3 PM. SLIM LI 805 23
  • MINUTES OF MEETING 2 Date: Monday February 7, 2011 7:30 PM Venue: Adobe Connect Classroom Attendees: Panayiotis Stathopoulos, Patti Peterson, Stephenie Heinz Minutes Taken By: Stephenie Heinz Issues By Discussion & Decision Responsible DeadlineGoals for Panayiotis  Decide library all 2/7/2011Meeting  Discuss mission statement  Assign sections of paper  Set next meeting/deadlineName all  Discuss -near other schools, all 2/7/2011and wanted library to be solelocation source of info forof library surrounding communities  Discuss-Demographics of KSU  Decided Kansas State University; isolated, not near other schools; work with Hale, central library onlyMission Panayiotis  Agreed upon mission all 2/07/2011Statement statement from Panayiotis’ observations of other libraries on discussion board.Division Panayiotis  Suggest division as follows: all 2/21/2011of Work Patti-Overview, Organizational profile, Preparation & Planning. Stephenie-Current Realities, minutes. Panayiotis-New priorities, Action plan.  Budget, Contingencies, conclusion, presentation, and Tuckman’s theory to be decided. SLIM LI 805 24
  • Goals & Patti  Discuss- further discuss of all 2/21/2011priorities digitization and communityfor outreach as goals tolibrary accomplish.  Discuss Panayiotis’ ideas from discussion board based on nearby libraries  Agreed to review Panayiotis’ submission of goals and action plan on 2/21Team All  Tria librarians, Purple all 2/9/2011Name Academics, ManhattansFormat of Stephenie  Panayiotis suggests word all 2/21/2011Strategic template through discussionPlan board  All-agreed on the use of a word templateGoals for Stephenie  Panayiotis to email word all 2/21/2011next template to groupmeeting  Post individual portions of plan to file exchange by 2/20- 2/21 to review before meeting on 2/21.  Email instructor team name asap Date of Next Meeting: 2/21/2011 7:00 PM Venue: Adobe Connect Classroom Conclude at 8 PM. SLIM LI 805 25
  • MINUTES OF MEETING 3 Date: Monday February 21, 2011 7:15 PM Venue: Adobe Connect Classroom Attendees: Panayiotis Stathopoulos, Patti Peterson, Stephenie Heinz Minutes Taken By: Stephenie Heinz Issues By Discussion & Decision Responsible DeadlineGoals for Stephenie  Budget all 2/28/2011Meeting  Appendices  Contingencies  Concluding Remarks  Tuckman’s theory  Time managementFormat of all  Discuss-review of individual’s all 2/28/2011Strategic plan work is satisfactory; Patti’s template is agreed upon.  Panayiotis suggests pictures from KSU to supplement document-Stephenie volunteers to take pictures.Appendices Patti,  Discuss-what is to be all 2/28/2011 Panayiotis included in appendices.  Decided-2 appendices: organizational chart of our library, KSU collection informaionFurther Division Stephenie  Patti-combine all parts into all 2/28/2011of Work one draft document, draft concluding remarks  Stephenie-draft of Tuckman’s theory and take picture of campus library for document  Panayiotis- draft contingenciesFormat for Stephenie  Discuss-Powerpoint as all 2/28/2011presentation medium for presentation  Decided- Agreed on powerpoint, to be discussed in upcoming meetings. SLIM LI 805 26
  • Budget all  Discuss-fictional vs actual all 2/28/2011 budget  Decided-each look up budgets from similar institutions to get an idea on what to includeGoals for next all  Budget 2/28/2011meeting  Review individual parts  Time management  Discuss presentationFurther all  Discussion board postings all 2/21/11-communications  File exchange 2/28/11  Email Date of Next Meeting: 2/28/2011 7:00PM. Venue: Adobe Connect Classroom Conclude at 8:05 PM. SLIM LI 805 27
  • MINUTES OF MEETING 4 Date: Monday February 28, 2011 7:00 PM Venue: Adobe Connect Classroom Attendees: Panayiotis Stathopoulos, Patti Peterson, Stephenie Heinz Minutes Taken By: Stephenie Heinz Issues By Discussion & Decision Responsible DeadlineGoals for Panayiotis  Powerpoint Presentation all 3/6/2011Meeting  Division of future work  BudgetBudget all  Discuss-fictional or actual Patti 3/6/2011 budget, what to include, what to omit, line-item budget?  Full budget is overwhelming, hard w/ limited time,  Decide-Stephenie suggests to leave overall budget as is, supplement with line-item for changes from plan. All agreed. Patti agrees to put together budget w/ help from group.Presentation Patti  Discuss-division of slides for all 3/7/2011 presentation  Decided-each do own part for slides, Stephenie will complete Contingencies slides also, powerpoint slides to be completed by Monday, Plan parts to be completed by Monday 3/7Appendices Panayiotis  Discuss-organizational chart all 3/7/2011 for library, library collections information, Patti reminds us to include tuckman’s theoy in appendices & presentation  Decide-all will be included in presentation, Stephenie to SLIM LI 805 28
  • complete slides.Goals for next all  Presentation slides to be done 3/7//2011meeting by Sunday/Monday.  See what progress we have made by SundayFurther all  Discussion board postings all 2/28/11-communications  File exchange 3/7/2011  Email Date of Next Meeting: 3/7/2011 Venue: Adobe Connect Classroom Conclude at 8:10 PM. SLIM LI 805 29
  • MINUTES OF MEETING 5 Date: Monday March 7, 2011 7:00 PM Venue: Adobe Connect Classroom Attendees: Panayiotis Stathopoulos, Patti Peterson, Stephenie Heinz Minutes Taken By: Stephenie Heinz Issues By Discussion & Decision Responsible DeadlineGoals for Panayiotis,  Finalize Plan document, all 3/9/2011Meeting Stephenie discuss finishing touches and submission information  Further discuss Powerpoint PresentationPowerpoint Stephenie  Discuss-Stephenie copied into all 3/9/2011presentation one powerpoint document.  Decide-Patti to choose color scheme, fonts and background design; group decides to finalize plan, then work on presentationPlan document Patti  Discuss- Finishing touches: all 3/8/2011 reference list, page numbers, appendices, photo placement  Decided- finish individual changes by 3/8Submission of Panayiotis  Discuss-submission time, who Panayiotis 3/9/2011document will submit  Decide-all will finish sections by evening of 3/8, Panayiotis will post final version for review 3/8 and submit assignment Wednesday 3/9.Appendices Stephenie  Discuss-order of appendices, Stephenie 3/8/2011 inclusion of Tuckman’s theory and minutes  Decide-Stephenie will decide order of appendices SLIM LI 805 30
  • Goals for next all  Presentation design 3/9-10//2011meeting  Meet through adobe connect Thurs. 3/10 or in Emporia 3/11 to finalize powerpointFurther all  Email all 3/7/11-communications  File exchange 3/12/2011  Phone Date of Next Meeting: 3/9-11/2011 Venue: Adobe Connect Classroom or ESU Classroom Conclude at 8:20 PM. SLIM LI 805 31