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   Wichita
State
University
Library
   Reserve
Department
   Strategic
Plan
2011­2013
   
   
  ...
Table
of
Contents


EXECUTIVE
SUMMARY........................................................................................
Executive
Summary

         Ablah
Library
is
located
on
the
main
campus
of
Wichita
State
University
(WSU)
in
Wichita,
Kans...
Introduction

                                            
         The
Wichita
State
University
Library
Reserve
Departmen...
Planning
Team


Main
Team


The
main
team
was
responsible
for
gathering
the
auxiliary
members
of
the
planning
team,
and
fo...
Planning
Factors


Limiting
Factors

This
strategic
plan
was
limited
by
a
number
of
factors,
the
primary
ones
being:

    ...
Current
Reality
                                                       
Environment
Scan

The
following
trends,
activities...
SWOT
Analysis

        Strengths:
         The
Reserve
area
is
fortunate
to
have
a
staff
member
with
over
18
years
of
exp...
Organizational
Performance

       Activities/Services
offered:
            ‐ Television
and
video
viewing
            ‐ ...

               Desired
performance
targets/results:
                   ‐ Marketing­­­Increased
marketing
within
Universi...
New
Priorities
Strategic
Profile
In
planning
future
directions
for
the
Reserves
department,
it
is
important
to
consider
th...
Increasing
demand
for
                                         electronic
resources
                   Physical
resources
...
Objective:
Submit
to
the
library’s
newsletter
each
month.
Advertise
services,
new
                        acquisitions,
an...
Action
Plan
Strategic
Initiatives
     Initiative
1:
       Continue
providing
access
to
the
TVs,
DVD
players,
Macs,
scan...
•   Posters will be created and placed by the main entrance to the library to advertise the                             co...

                          •    Staff
time
                 
               Goal
3.2:
Discontinue
tracking
statistics
by
h...
Goal
4.2:
Weed
print,
videocassette,
and
DVD
collections
based
on
condition
and
                           circulation.


...

                  Resources
Needed:
                     • Staff
time




            Goal
5.2:
Connect
with
the
Systems
...

Performance
Management

               Synergies:
                The
marketing
(as
outlined
in
Initiative
2)
will
suppo...
Contingencies
                                                             
Roadblocks
may
become
present
during
the
imple...
Budget
    
    
                                            
                        Item(s)
                            ...
Action
Plan
Timeline

                                             Fiscal
Year
1
    January
      •   Schedule
time
with
...
Concluding
Remarks
                                        
All
libraries
face
the
challenges
of
keeping
up
with
rapidly
c...
References
                                                       
ACRL
Research
Planning
and
Review
Committee.
(2010).

2...
Appendix
1:
              Organizational
Structure

                                 
                                 
  ...
Appendix
2:
                            Floor
Plan
–
Before
                                     
                        ...
Appendix
3:
                   Floor
Plan
–
After
                            
                            
              ...

                               
                      Summary
Report
of

                     Team
Project
Activities

  ...
Meeting
Minutes
–
9/12/10
                              T e a m / P l a n 
O rg a n iz a t io n 
                         ...
   Setting
deadlines:
          ‐ Robyn
asked
if
the
same
day
and
time
each
week—Sunday
at
8—would
work
for
everyone;
and...
Meeting
Minutes
–
9/19/10
                               “ O r g a n iz a t io n a l 
P r o fil e ” 
                     ...
Meeting
Minutes
–
10/17/10
                                     “ C u r re n t 
R e a l it y ” 

Location:
via
Adobe
Conne...
Meeting
Minutes
–
10/26/10
                                      “ N e w 
P r io r it ie s ” 
                            ...
805 strategic plan
805 strategic plan
805 strategic plan
805 strategic plan
805 strategic plan
805 strategic plan
805 strategic plan
805 strategic plan
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Transcript of "805 strategic plan"

  1. 1. e
 
 
 
 
 
 
 Wichita
State
University
Library
 Reserve
Department
 Strategic
Plan
2011­2013
 
 
 
 
 
 
 
 
 
 
 
Kathryn
Patrick,
Robyn
Tiemeyer,
Hillary
McHenry,
Deedra
Totten
LI805
December
2010
 WICHITA
STATE
UNIVERSITY
LIBRARY
–
RESERVE
DEPARTMENT
STRATEGIC
PLAN
 1
 

  2. 2. Table
of
Contents


EXECUTIVE
SUMMARY........................................................................................................................................3
INTRODUCTION
 ...................................................................................................................................................4
PLANNING
TEAM
 .................................................................................................................................................5
PLANNING
FACTORS
...........................................................................................................................................6
CURRENT
REALITY
 .............................................................................................................................................7
 ENVIRONMENT
SCAN ................................................................................................................................................................7
 SWOT
ANALYSIS
 ......................................................................................................................................................................8
 ORGANIZATIONAL
PERFORMANCE
 ........................................................................................................................................9
 GAP
ANALYSIS
 ........................................................................................................................................................................ 10
NEW
PRIORITIES ............................................................................................................................................... 11
 STRATEGIC
PROFILE............................................................................................................................................................... 11
 FUTURE
VISION ....................................................................................................................................................................... 12
 STRATEGIC
INITIATIVES ........................................................................................................................................................ 12
ACTION
PLAN...................................................................................................................................................... 14
 STRATEGIC
INITIATIVES
 ....................................................................................................................................................... 14
 PERFORMANCE
MANAGEMENT ............................................................................................................................................ 19
CONTINGENCIES
................................................................................................................................................ 20
BUDGET
 ............................................................................................................................................................... 21
ACTION
PLAN
TIMELINE
 ................................................................................................................................ 22
CONCLUDING
REMARKS.................................................................................................................................. 23
REFERENCES ....................................................................................................................................................... 24
APPENDIX
1:
ORGANIZATIONAL
CHART ................................................................................................... 25
APPENDIX
2:
FLOOR
PLAN­BEFORE............................................................................................................ 26
APPENDIX
3:
FLOOR
PLAN­AFTER............................................................................................................... 27
SUMMARY
REPORT
OF
TEAM
PROJECT
ACTIVITIES ............................................................................. 28

 

 
 








2
 WICHITA
STATE
UNIVERSITY
LIBRARY
–
RESERVE
DEPARTMENT
STRATEGIC
PLAN


  3. 3. Executive
Summary

 Ablah
Library
is
located
on
the
main
campus
of
Wichita
State
University
(WSU)
in
Wichita,
Kansas.
Serving
a
population
of
over
14,000
students,
the
university
administration
has
recently
launched
a
“Reshaping
Initiative”
(Miller,
2009)
to
weather
the
current
economic
downturn.
Ablah
Library
has
adjusted
budget
practices
and
operation
to
align
with
the
“Reshaping
and
Rebuilding”
of
WSU.

 One
segment
of
Ablah
Library,
the
Reserve
Department,
is
undergoing
a
dramatic
shift
in
services
and
user
demand.
With
the
implementation
of
Blackboard,
an
electronic
classroom
resource,
faculty
can
present
material
to
their
students
electronically,
eradicating
their
need
to
utilize
Course
Reserve.
While
the
department
is
still
needed
for
tangible
sources,
the
number
of
items
placed
on
Reserve
by
faculty
has
drastically
decreased.

 Reserve
also
houses
the
library’s
periodical
print
collection,
which
is
also
decreasing
as
more
journals
are
being
moved
from
print
subscription
to
electronic
databases.
Additionally,
the
library’s
microform
collection
is
stored
here,
though
there
have
been
talks
to
weed
down
the
collection
or
move
to
a
storage
facility.
These
two
factors
open
up
a
physical
space
that
is
in
a
prime
location
for
patron
traffic.
Library
administration
has
mentioned
that
this
would
be
a
good
area
to
offer
state‐of‐the‐art
digital
services
to
the
student
body,
a
service
not
currently
offered.













 There
are
a
number
of
uncertainties
that
may
impact
the
findings
and
recommendations
of
the
committee.
First,
the
library
is
currently
undertaking
a
search
for
a
new
dean,
and
second,
after
the
retirement
of
the
long
standing
supervisor,
the
department
is
currently
operated
by
a
single,
experienced
employee
and
student
assistants
supervised
by
a
newly
hired
Access
Services
Manager.
Finally,
the
economic
climate
is
still
worrisome;
though
the
previous
fiscal
year’s
budget
cuts
may
have
been
softened
by
the
Federal
Stimulus
Package,
there
is
no
such
action
expected
in
the
coming
year.

 The
Wichiporia
Committee
has
established
5
different
initiatives
that
consist
of
13
new
goals
for
the
Reserve
Department.
They
are
as
follows:
Initiative
1‐
Provide
access
and
maintain
equipment
Initiative
2‐
Utilize
marketing
tools
and
capitalize
on
social
networking
opportunities
Initiative
3‐
Track
departmental
statistics
and
change
tracking
method
to
electronic
Initiative
4‐
Reduce
low‐use
technologies,
weed
collection,
and
reassess
microforms
Initiative
5‐
Research
technology,
determine
technology
needs,
research
funding
sources


 The
committee
has
considered
factors
that
may
impact
the
suggested
plan
of
action,
and
has
incorporated
a
number
of
suggested
alternatives
to
ensure
that
the
initiatives
and
goals
are
successful
even
if
the
financial
investment
cannot
be
made.
This
plan
is
intended
to
align
the
Reserve
Department
with
Ablah
Library’s
mission
statement
and
purpose
to
serve
the
students
and
faculty
of
Wichita
State
University
with
a
high
degree
of
service
and
integrity.


 



 WICHITA
STATE
UNIVERSITY
LIBRARY
–
RESERVE
DEPARTMENT
STRATEGIC
PLAN
 3


  4. 4. Introduction

 
 The
Wichita
State
University
Library
Reserve
Department
is
in
a
period
of
change.
The
long‐standing
director
has
left,
and
may
not
be
replaced.
The
increased
use
of
computers,
Internet
and
tools
like
Blackboard
are
reducing
the
work
done
by
the
department.
Periodicals
are
being
switched
to
electronic
format,
which
means
that
more
physical
space
is
becoming
available
in
the
area.
All
of
these
circumstances
make
this
a
great
time
for
the
Reserve
Department
to
expand
the
services
it
offers
to
students
by
transitioning
into
a
Reserves
and
Media
Services
Department.



















 
The
Organization
The
Reserve
Department
is
located
on
the
first
floor
of
Wichita
State
Universitys
Ablah
Library.

The
Reserve
Department
employs
one
staff
member,
six
students,
and
four
Graduate
Assistants.
The
department
formerly
included
a
Supervisor;
however,
that
position
is
likely
to
be
eliminated.
The
department
is
part
of
Access/Outreach
Services
under
the
Director
of
Public
Services,
and
reports
to
the
Access
Services
Manager
(see
Appendix
1).


Guiding
Values
The
Reserve
Department
supports
the
Wichita
State
University
Library’s
mission
to
make
available
the
information
resources
necessary
for
learning,
teaching,
and
research
and
to
provide
the
services
that
enable
students,
faculty,
and
staff
to
use
these
resources.


Mission
The
Reserve
Department
has
traditionally
been
a
physical
location
for
periodicals
and
microfilm,
and
has
handled
reserve
requests
from
faculty,
holding
those
materials
for
students
or
making
them
available
online.
The
department
has
expanded
to
provide
media
services
to
faculty,
and
wishes
to
make
these
services
available
to
students
as
well.
Their
new
mission
will
be
to
handle
reserve
requests
and
to
provide
a
location
for
media
equipment
for
both
professor
and
student
use.
 
 
4
 WICHITA
STATE
UNIVERSITY
LIBRARY
–
RESERVE
DEPARTMENT
STRATEGIC
PLAN


  5. 5. Planning
Team


Main
Team


The
main
team
was
responsible
for
gathering
the
auxiliary
members
of
the
planning
team,
and
for
drafting,
revising,
and
finalizing
the
strategic
plan
based
on
other
contributions.
The
main
team
was
comprised
of:

  Robyn
Tiemeyer
 Team
Leader,
gathered
department‐specific
information,
compiled
Executive
Summary

  Kathryn
Patrick
 Team
Secretary,
drafted
rough
copy
under
group’s
direction,
compiled
Concluding
Remarks

  Deedra
Totten
 Compiled
edited
document,
created
current
and
projected
floor
plans,
contributed
content

  Hillary
McHenry
 Compiled
timeline,
contributed
content,
created
budget,
presentation
leader


Auxiliary
Members

The
main
team
relied
on
many
others
for
input
and
support.
These
auxiliary
members
to
the
planning
team
included:


  Technology
advisor
(Systems
Department
Representative)
 Contributed
technological
advice,
helped
to
ensure
that
the
technology
aspects
of
the
plan
are
 feasible.

  Representatives
from
the
faculty
and
student
body
 These
representatives
contributed
feedback
to
ensure
that
the
strategic
plan
meets
the
needs
of
their
 populations.
Other
members
of
the
student
body
and
faculty
have
and
will
contribute
via
email
 surveys.

  Access
Services
Director,
Director
of
Public
Services,
and
Assistant
Dean
 The
management
team
contributed
information,
feedback,
and
approval
for
the
strategic
plan. 
 
 
 
 WICHITA
STATE
UNIVERSITY
LIBRARY
–
RESERVE
DEPARTMENT
STRATEGIC
PLAN
 5


  6. 6. Planning
Factors


Limiting
Factors

This
strategic
plan
was
limited
by
a
number
of
factors,
the
primary
ones
being:

  Small
staff
 Reserves
has
only
one
staff
member,
six
students,
and
four
graduate
assistants.
The
former
 supervisor
position
is
unlikely
to
be
filled.

  Finite
physical
space
 Reserves
also
houses
leisure
reading
and
DVDs—popular
collections
that
must
be
considered
in
the
 future
of
the
Reserves
Department.

  Limited
funds
 The
federal
stimulus
money
is
slated
to
run
out
by
the
next
fiscal
year.

  Administrative
changes
 The
search
for
a
new
Dean
of
University
Libraries
is
ongoing,
with
the
position
not
expected
to
be
 filled
until
July
1st,
2011.
The
interim
dean
is
also
the
university’s
chief
information
officer,
and
 therefore
has
limited
time
and
availability
with
which
to
play
an
active
role
in
planning.

Positive
Factors

There
are
also
factors
that
will
help
to
facilitate
this
plan:


  Tech­savvy
librarians
 The
library
is
home
to
two
new
faculty
librarians
who
are
technologically
comfortable.
Not
only
will
 this
provide
a
valuable
alternate
source
for
tech
support,
but
they
will
help
to
foster
a
technology‐ positive
culture
within
the
library.

  Library
ready
for
change
 The
interim
dean
wishes
to
make
the
area
into
a
faculty
lounge;
an
idea
which
the
library
faculty
 opposes—they
want
to
have
an
alternative
ready.
The
popular
opposition
to
the
lounge
idea
makes
 something
that
may
have
been
a
limitation
into
a
positive
factor.

Organizational
Culture

Final
considerations
are:


  Change
is
always
difficult
 The
attitudes
of
some
faculty
members
or
administrators
may
impede
progress.
Reserves

 will
need
to
be
sensitive
to
the
organizational
cultures
around
them,
and
try
to
mitigate
any

 resistance.

  You
can’t
please
everyone
 Many
people
use
this
area
of
the
library,
so
it
may
be
a
challenge
to
allow
everyone
who
wants
input
 to
have
a
say,
let
alone
to
implement
everyone’s
ideas.
Reserves
will
do
their
utmost
to
ensure
that
 the
community
is
involved
by
way
of
email
surveys,
and
frequent
communication.
 
6
 WICHITA
STATE
UNIVERSITY
LIBRARY
–
RESERVE
DEPARTMENT
STRATEGIC
PLAN


  7. 7. Current
Reality
 
Environment
Scan

The
following
trends,
activities,
and
issues
are
impacting
the
current
situation
in
the
department:

  Money/Funding
 The
Wichita
State
University
campus
is
located
in
a
medium
sized
metropolitan
area
that
has
been
hit
 hard
with
the
recent
economic
downturn.
Major
industries
in
the
area
are
aircraft
production
and
 agriculture,
both
segments
that
are
slow
to
recover
from
a
recession.
 Public
schools
are
making
drastic
cuts,
including
library
media
specialist
positions.
They
have
been
 similarly
affected
by
the
situation
with
State
and
Federal
funding.
 Finances
are
a
major
concern
in
all
areas
on
campus,
as
federal
stimulus
money
that
kept
the
past
 fiscal
year
afloat
will
be
running
out
next
year,
and
there
is
no
supplement
on
the
horizon.
 
  Digitization
 Due
to
the
budget
constraints,
print
serial
subscriptions
are
being
eliminated
in
favor
of
electronic
 subscriptions
purchased
as
a
package
from
serial
vendors.
The
costs
of
these
subscriptions
generally
 raise
annually
4‐6%.
 
  Enrollment
down
 To
counterbalance
a
slight
decline
in
enrollment,
there
is
a
push
by
the
university
for
faculty
to
 embrace
distance‐learning
trends
such
as
satellite
campuses
and
tools
like
Blackboard.

The
library
 wants
to
maintain
visibility
throughout
these
changes,
having
recently
developed
a
satellite
campus
 delivery
program
and
a
newly
aligned
website.

  Technology
trends
 Both
the
electronic
reserve
and
Blackboard
are
offering
similar
methods
for
faculty
to
electronically
 provide
journal
articles
and
electronic
book
chapters.
 Also,
considering
the
interim
dean
is
also
the
university’s
Chief
Information
Officer
and
professor
of
 electric
engineering,
there
is
a
big
push
to
incorporate
cutting
edge
technology.

Failure
to
adapt
to
the
changes
in
the
way
that
students
gather
information
within
the
campus
environment
will
undoubtedly
impact
support
from
university
faculty
and
campus
administration.
The
ramifications
could
negatively
affect
allocations
of
campus
resources
to
the
library
as
a
department,
including
funding,
and
would
leave
the
organization
trailing
behind
the
rest
of
the
academic
environment
at
WSU.
 
 
 
 
 
 
 







 WICHITA
STATE
UNIVERSITY
LIBRARY
–
RESERVE
DEPARTMENT
STRATEGIC
PLAN
 7


  8. 8. SWOT
Analysis

  Strengths:
 The
Reserve
area
is
fortunate
to
have
a
staff
member
with
over
18
years
of
experience
working
in
the
 department;
it
has
a
visible
location
within
the
library
building,
and
contains
high
circulating
 collections.

  Weaknesses:
 The
aesthetics
of
the
area
are
in
need
of
updating;
furniture
and
marketing
fixtures
are
outdated
and
 should
be
replaced
with
more
modern
and
perhaps
lightweight
designs.
The
department
also
offers
 limited
computer
equipment
(only
two
Apple
computers
available
for
use),
and
students
complain
 about
the
poor
wireless
signal.
 
  Opportunities:
 Between
cutting
down
on
print
periodicals
and
microforms,
a
workable
amount
of
space
is
opened
 up
for
a
new
layout
and
to
locate
new
technologies
not
previously
offered
by
the
library.
 
 A
number
of
departments
outside
of
the
library
may
be
consulted
on
what
to
add
to
the
space,
such
 as
English
and
the
Media
Resources
Center.
Some
ideas
that
have
been
suggested
are
a
space
for
 groups
of
10‐16
to
view
a
large
screen
or
a
quiet
location
to
produce
audio
files
such
as
podcasts.

 
  Threats:
 There
is
a
slight
possibility
that
Access
Services
may
lose
control
of
the
space
so
that
it
may
serve
 campus
faculty.
Also,
budget
cuts
are
in
danger
of
cutting
into
some
of
the
sources,
and
have
also
 delayed
high
demand
technology
upgrades.
 























8
 WICHITA
STATE
UNIVERSITY
LIBRARY
–
RESERVE
DEPARTMENT
STRATEGIC
PLAN


  9. 9. Organizational
Performance

  Activities/Services
offered:
 ‐ Television
and
video
viewing
 ‐ Access
to
Apple
computers
 ‐ Document
scanning
 ‐ Color
printing
 ‐ Microform
viewing
 ‐ Headphones
for
students
to
checkout
 ‐ Video
(VHS
and
DVD)
checkout
  Telecourse
DVDs
  Popular
Movies
 
 Equipment
located
in
the
Reserve
department:

 
 Equipment
 Number
Available
 TV
with
combo
DVD/VCR
 7
 TV
with
VCR
only
 2
 Microfilm
Printer
 2
 Microfiche
Printer
 2
 Microfilm/fiche
Printer
 1
 Digital
Microform
Reader/Printer/CD
Burner
 1
 Microfilm
Reader
 4
 Microfiche
Reader
 3
 Microcard
Reader
 1
 CD
Player
 1
 Audio
Cassette
Player
 2‐Must
be
used
in
Reserve
area
 Typewriters
(electronic)
 2
 Color
Printer
 1
 Scanner
 3
 Laser
Printer
(b/w)
 1
 (from : http://library.wichita.edu/circulation/reserve/resguid.htm#equipment)
  Staff
responsibilities:
 The
sole
full
time
staff
member
is
responsible
for
Circulation
duties,
interviewing
and
hiring
student
 assistant
candidates
with
the
Access
Services
Manager.
Following
a
hiring
process,
which
can
take
 place
multiple
times
a
semester,
the
staff
member
then
trains
students
and
graduate
assistants
in
 department
operations.
Common
duties
that
the
staff
and
students
are
responsible
for
are:
 ‐ In
collaboration
with
the
Stacks
unit,
the
staff
member
organizes
placement
of
equipment
 and
resources
in
the
area.

Labeling
and
processing
of
state
property
takes
place
in
a
 separate
library
division,
Tech
Services.

 ‐ Since
the
different
parts
of
the
Reserve
collection
are
color
coded,
the
staff
member
is
 responsible
for
marking
and
locating
the
labels.
 ‐ When
a
faculty
member
would
like
to
place
a
print
source
or
book
chapter
on
electronic
 reserve,
the
staff
scans
articles
and
uploads
to
the
library’s
OPAC.
 ‐ To
prepare
for
each
semester,
the
staff
member
notifies
faculty
with
items
on
reserve
about
 what
they
would
like
to
continue
to
make
available
to
their
students.
Items
removed
from
 reserve
are
sent
back
to
the
faculty
member,
or
transferred
back
to
the
library
stacks.

 ‐ Each
reserve
item
must
be
cleared
for
copyright
and
linked
within
the
OPAC
to
the
 corresponding
course
section
and
instructor.
 WICHITA
STATE
UNIVERSITY
LIBRARY
–
RESERVE
DEPARTMENT
STRATEGIC
PLAN
 9


  10. 10. 
  Desired
performance
targets/results:
 ‐ Marketing­­­Increased
marketing
within
University
Libraries‐‐‐the
library
would
like
for
 electronic
reserve
services
and
the
new
collections
to
be
more
actively
marketed
to
the
 campus
community.
 ‐ Speedy
Response­­­The desired response time to faculty requests is within one business day. 
 
  Metrics

used
to
measure
actual/desired
performance:
 ‐ Logging­­Track
reserve
requests
and
follow‐up
actions
through
the
creation
of
an
electronic
 log
 ‐ Gate
counts­­­Design
and
utilize
a
spreadsheet,
graph,
or
similar
tracking
tool
to
reflect
gate
 counts
on
both
a
daily
and
hourly
basis
 ‐ Circulation
stats­­­Circulation
statistics
on
each
of
the
collections
(Textbook,
Leisure
 Reading,
Periodicals)
will
be
analyzed
and
documented
to
note
fluctuations
and
use.



Gap
Analysis

  Successes
 Currently
the
Student
Government
Association
(SGA)
/Student
Activities
Council
(SAC)
DVD
 collection
has
been
gaining
in
popularity
and
checkouts.
The
DVD
drive
is
on
the
agenda
to
become
a
 annual
or
perhaps
semester
event
to
continue
to
support
and
expand
the
collection.

After
only
one
 year,
the
textbook
collection
is
gaining
in
popularity
and
accumulating
a
high
number
of
checkouts.

  Where
are
we
falling
short?
 Gate
counts
and
circulation
stats
are
down
from
previous
years,
though
this
may
in
part
be
due
to
a
 cut
in
operating
hours.
Though
it
has
not
been
summarized,
library
administration
is
concerned
that
 the
traffic
has
not
increased
proportionately
to
the
increased
number
of
items
available
in
the
new
 collections
and
services
that
are
being
offered.
There
is
some
conjecture
that
the
area
is
not
offering
 the
right
kind
of
new
services
that
students
would
like,
though
there
is
not
a
plan
in
the
near
future
 to
gather
such
information.




























 
 
 
 
 
10
 WICHITA
STATE
UNIVERSITY
LIBRARY
–
RESERVE
DEPARTMENT
STRATEGIC
PLAN


  11. 11. New
Priorities
Strategic
Profile
In
planning
future
directions
for
the
Reserves
department,
it
is
important
to
consider
the
mission
and
vision
of
the
library
as
a
whole
and
to
consider
current
trends
in
the
field.

As
stated
on
the
Wichita
State
University
Libraries’
web
page
(“Vision
and
Mission”,
2006),
the
vision
of
the
library
as
a
whole
is
to
“Explore...Enlighten...Empower”

(para.
1)
and
the
mission
is:
 
 To
make
available
the
information
resources
necessary
for
learning,
teaching,
and
 research
and
to
provide
the
services
that
enable
students,
faculty,
and
staff
to
use
these
 resources.
University
Libraries
also
supports
the
University’s
service
mission
by
providing
 community
and
statewide
access
to
its
resources
(para.
2).

In
addition
to
the
mission
statement,
the
library
follows
a
set
of
guiding
principles.

One
of
the
principles
that
is
especially
pertinent
to
the
Reserves
Department
is:
“We
embrace
continuous
improvement
in
response
to
a
constantly
evolving
environment”
(para.
3).

In
order
to
incorporate
this
principle
into
the
strategic
plan
for
the
Reserve
Department,
it
is
important
to
examine
the
changes
that
are
taking
place
in
the
academic
environment.
The
following
graphics
illustrate
some
of
the
current
trends
in
higher
education
and
academic
libraries
and
how
they
will
affect
our
department:


 Increased
enrollment
of
 non‐traditional
students
 and
distance
ed
students
 Higher
demand
for
 convenient
accessibility
to
 resources
 need
for
increased
number
 need
for
providing
timely
 of
electronic
resources,
 need
for
resources
to
be
 service
to
both
students
 including
electronic
course
 integrated
into
Blackboard
 and
staff
/
faculty
 reserves
(Farrell,
2005)

 WICHITA
STATE
UNIVERSITY
LIBRARY
–
RESERVE
DEPARTMENT
STRATEGIC
PLAN
 11


  12. 12. Increasing
demand
for
 electronic
resources
 Physical
resources
that
are
 used
infrequently
are
 being
weeded
or
stored
off
 site
 Extra
space
is
created,
 The
department

presents
 which
can
be
used
to
 a
more
modern
and
useful
 Adding
a
media
center
 provide
more
individual
 appearance
,
which
 becomes
possible
 and
collaborative
group
 improves
image
and
user
 work
space
 traffic.
(ACRL,
2010)
Future
Vision
Our
vision
is
to
transform
the
Reserves
Department
into
the
Reserves
and
Media
Services
Department.
By
moving
away
from
print
reserves,
we
will
create
the
space
needed
to
provide
a
state‐of‐the‐art
environment
that
meets
the
technological
needs
of
our
students
and
faculty.
In
this
way,
we
will
be
able
to
meet
the
Library’s
vision
of
“Explore…
Enlighten…
Empower”.

Strategic
Initiatives
  Initiative
1:
 Continue
providing
access
to
the
TVs,
DVD
players,
Macs,
scanners,
printers,
and
DVDs
already
 available,
and
maintaining
these
services
in
good
working
order.
 
 Goal
1.1:

Provide
access.
 
 Objective:
Gate
count
should
equal
or
exceed
that
of
the
previous
year.

 
 Goal
1.2:
Maintain
equipment.
 Objective:

All
equipment
should
be
functional.
Computers
will
run
the
most
current
version
 of
their
operating
system
and
office
suite.
 
  Initiative
2:
 Begin
marketing
textbook,
leisure
reading,
new
book,
and
DVD
collections.
 
 Goal
2.1:
Employ
marketing
tools
such
as
displays,
inviting
décor,
and
campus
emails.
 Objective:
Increase
over‐all
circulation
statistics
for
the
textbook,
leisure
reading,
new
book,
 and
DVD
collections
by
at
least
5%.
 Goal
2.2:
Make
use
of
the
library’s
marketing
by
submitting
to
the
monthly
newsletter
and
 arranging
for
coverage
by
the
library’s
Facebook
page
and
Twitter
feed.
12
 WICHITA
STATE
UNIVERSITY
LIBRARY
–
RESERVE
DEPARTMENT
STRATEGIC
PLAN


  13. 13. Objective:
Submit
to
the
library’s
newsletter
each
month.
Advertise
services,
new
 acquisitions,
and
other
information
via
the
library’s
web2.0
services
at
least
once
per
month.
 
  Initiative
3:


 Remove
reliance
on
print
in
the
department
workflow
and
reduce
staff
time
spent
tracking
statistics
 Goal
3.1:
Continue
to
track
service
use
by
department
and
circulation
statistics.
Discontinue
 tracking
other
statistics.
 Objective:
Number
of
tracked
statistics
reduced
by
the
end
of
the
year.












 Goal
3.2:
Discontinue
tracking
statistics
by
hand;
all
statistics
will
be
done
through
the
ILS.
 Objective:
Manual
statistic
tracking
should
be
completely
phased
out
by
the
end
of
the
year.
 
  Initiative
4:
 Reduce
outdated
or
low‐use
technologies
and
materials.
 
 Goal
4.1:
Analyze
usage
statistics
for
each
of
the
department’s
machines
and
dispose
of
low
 outliers
or
place
them
in
long­term
storage.
























 Objective:
Remove
any
equipment
that
is
used
less
than
three
times
per
semester.












 Goal
4.2:
Weed
print,
videocassette,
and
DVD
collections
based
on
condition
and
circulation.























 Objective:
Weeding
will
be
carried
out
once
per
year.


 Goal
4.3:
Reassess
microform
collection
and
policies
in
light
of
other
regional
library
 microform
collections.
























 Objective:
Revise
and
approve
microform
collection
policy
by
the
end
of
the
year.

  Initiative
5:
 Prepare
for
expanded
media
services.













 Goal
5.1:
Research
technology
so
that
sound
acquisitions
can
be
made.
 Objective:
Create
a
document
that
ranks
technology
options,
including
their
full
cost
of
 implementation
and
estimated
cost
of
upkeep.











 Goal
5.2:
Connect
with
the
Systems
department
to
determine
what
the
greatest
technology
 needs
are,
and
how
we
could
best
support
them.
 Objective:
Draft
a
Media
Services
Mission
and
Vision
statement
and
major
policies
with
 input
from
Technology
Services














 
 Goal
5.3:
Research
grants
and
other
alternate
sources
of
funding.
 Objective:
Apply
for
at
least
two
major
grants.
 
 
 
 WICHITA
STATE
UNIVERSITY
LIBRARY
–
RESERVE
DEPARTMENT
STRATEGIC
PLAN
 13


  14. 14. Action
Plan
Strategic
Initiatives
  Initiative
1:
 Continue
providing
access
to
the
TVs,
DVD
players,
Macs,
scanners,
printers,
and
DVDs
already
 available,
and
maintaining
these
services
in
good
working
order.
 
 Goal
1.1:

Provide
access.
 
 
 Objective:
Gate
count
should
equal
or
exceed
that
of
the
previous
year.

 
 
 Action
Steps:

 
 • The Reserves staff will train student assistants on equipment so that they can better assist patrons and answer questions when staff is unavailable.
 • Gate count should be compared to previous years’ count each month. If any reduction is present, the cause should be investigated.
 
 Goal
1.2:
Maintain
equipment.
 
 Objective:

All
equipment
should
be
functional.
Computers
will
run
the
most
current
 version
of
their
operating
system
and
office
suite.
 
 Action
Steps:

 • The reserves staff will periodically check each terminal for software upgrades and submit requests through proper channels for installation if needed. • All equipment should be checked for functionality and pending upgrades at least once per month, and more frequently for the highest-use equipment. 
 Resources
Needed:
 
 • Staff time • Outside technical assistance may be needed to repair equipment. 
  Initiative
2:
 Begin
marketing
textbook,
leisure
reading,
new
book,
and
DVD
collections.
 
 Goal
2.1:
Employ
marketing
tools
such
as
displays,
inviting
décor,
and
campus
emails.
 Objective:
Increase
over‐all
circulation
statistics
for
the
textbook,
leisure
reading,
new
 book,
and
DVD
collections
by
at
least
5%.
 
 Action
Steps:
 • Reserves will acquire a tiered display table to place in the window to the main library. Feature displays will include a “faculty picks” section. • The staff will decorate for major holidays to create a fun and welcoming atmosphere. • Staff will make use of the campus-wide email system by sending out information about the collections at key times, such as the beginning of the semester and before breaks (emphasizing the leisure reading and DVD collections).14
 WICHITA
STATE
UNIVERSITY
LIBRARY
–
RESERVE
DEPARTMENT
STRATEGIC
PLAN


  15. 15. • Posters will be created and placed by the main entrance to the library to advertise the collections. These action steps will be done in an ongoing fashion (displays should be changed out at least bi-monthly, seasonal decorations should always be current) starting in the first year and continuing through all three years. The Reserve staff member and student assistants will be responsible for changing the displays and decorations. Campus emails will be written and sent at least twice a semester through all three years by the Reserve staff member. Posters should be switched out at least twice per semester, and will be created by the Reserve staff member or a student assistant. Resources
Needed:
 
 • Display supplies (including book stands, signs, etc)
 • Decorations (new and donations by library staff)
 • Staff time

 Goal
2.2:
Make
use
of
the
library’s
marketing
by
submitting
to
the
monthly
newsletter
and
 arranging
for
coverage
by
the
library’s
Facebook
page
and
Twitter
feed.
 Objective:
Submit
to
the
library’s
newsletter
each
month.
Advertise
services,
new
 acquisitions,
and
other
information
via
the
library’s
web2.0
services
at
least
once
per
 month.
 
 Action
Steps:
 
 • The
Reserves
department
will
make
use
of
the
marketing
initiatives
of
the
 library
at
large
by
ensuring
coverage
on
the
library’s
Facebook
page,
Twitter
 feed
and
in
the
library’s
monthly
newsletter.
This
marketing
will
focus
on
the
 above
collections,
but
will
also
feed
off
of
Goal
2.1,
reporting
new
decorations
 and
displays
to
students,
providing
a
place
for
photos,
and
so
forth.

 Submissions
should
be
made
to
each
of
the
three
outlets
at
least
once
per
 month.

 Resources
Needed:
 
 • Staff
time

  Initiative
3:


 Remove
reliance
on
print
in
the
department
workflow
and
reduce
staff
time
spent
tracking
statistics.
 Goal
3.1:
Continue
to
track
service
use
by
department
and
circulation
statistics.
 Discontinue
tracking
other
statistics.
 
 Objective:
Number
of
tracked
statistics
reduced
by
the
end
of
the
year.
 

 Action
Steps:
 
 • The Reserves staff will re-evaluate what statistics are needed for the annual report by considering the statistics included by other departments and past requests for information from the university administration. Any statistics deemed unnecessary will be discontinued. This process should be completed by the end of the first quarter, so that Goal 3.2 can proceed.
 Resources
Needed:
 WICHITA
STATE
UNIVERSITY
LIBRARY
–
RESERVE
DEPARTMENT
STRATEGIC
PLAN
 15


  16. 16. 
 • Staff
time
 
 Goal
3.2:
Discontinue
tracking
statistics
by
hand;
all
statistics
will
be
done
through
the
 ILS.
 Objective:
Manual
statistic
tracking
should
be
completely
phased
out
by
the
end
of
the
 year.
 
 Action
Steps:
 
 • The Reserves staff will then create a report for each necessary statistic in Voyager Analyzer (a module of the library’s ILS) for Reserve circulation statistics, and run as needed. • Manual statistics tracking will be continued until any technical glitches have been resolved. Once the manual and automated reports are in alignment, the manual tracking will be discontinued. If manual statistics are still in use halfway through the second semester, outside assistance will be sought so that all manual statistics may be phased out by the end of the first year. The Reserves staff member will be responsible for this process. Resources
Needed:
 
 • Staff
time
  Initiative
4:
 Reduce
outdated
or
low‐use
technologies
and
materials.
 
 Goal
4.1:
Analyze
usage
statistics
for
each
of
the
department’s
machines
and
dispose
of
 low
outliers
or
place
them
in
long­term
storage.
























 
 Objective:
Remove
any
equipment
that
is
used
less
than
three
times
per
semester.

 

 
 Action
Steps:
 • The reserves staff will monitor the use of all machines, identify low outliers, and work with Technology Services to determine whether it may have value in the future. If not, they will dispose of the machine. If it may have lasting value or if it is the last machine on campus for a specific function, it will be placed into storage. The extra space created by this process will facilitate collaborative work, as the high-use computers and technologies can be spaced out, and extra tables and chairs can be brought in. 
 Resources
Needed:
 
 • The only resource required for this goal is staff time, though if there is budget available to furnish group workstations, that will be done as part of this goal.
16
 WICHITA
STATE
UNIVERSITY
LIBRARY
–
RESERVE
DEPARTMENT
STRATEGIC
PLAN


  17. 17. Goal
4.2:
Weed
print,
videocassette,
and
DVD
collections
based
on
condition
and
 circulation.























 
 Objective:
Weeding
will
be
carried
out
once
per
year.


 
 Action
Steps:

 • The Reserves staff and student assistants will weed the video and DVD collections based on circulation once per year. • Signs will be created and placed through the collection encouraging students to report any material they check out which no longer plays correctly. 
 Resources
Needed:
 
 • Staff
time
 Goal
4.3:
Reassess
microform
collection
and
policies
in
light
of
other
regional
library
 microform
collections.
























 
 Objective:
Revise
and
approve
microform
collection
policy
by
the
end
of
the
year.
 

 
 Action
Steps:

 • The Reserves staff will review other regional library microform collection policies and create a revised policy for approval before the end of the year. This policy will then be put into practice for the following two years. 
 Resources
Needed:
 
 • Staff
time
  Initiative
5:
 Prepare
for
expanded
media
services.













 Goal
5.1:
Research
technology
so
that
sound
acquisitions
can
be
made.
 Objective:
Create
a
document
that
ranks
technology
options,
including
their
full
cost
of
 implementation
and
estimated
cost
of
upkeep.
 

 
 Action
Steps:

 • The Reserves staff will research the technology in use at other academic libraries and seek faculty and student opinions as to what they would like access to. Particular attention will be paid to the highest-enrolling departments, such as engineering, and their specific technology needs. • The Reserves staff would then calculate the full cost of implementation (hardware, software, training, infrastructure, etc) and upkeep. • Using
this
information,
they
will
form
a
ranked
list
of
options
to
be
used
for
 future
budgeting
and
planning.
Due
to
technology’s
rapid
rate
of
change,
this
 should
be
an
ongoing
process
throughout
the
three
years,
but
the
document
will
 be
considered
‘final’
at
the
end
of
that
time,
and
used
in
the
formation
of
the
 next
round
of
strategic
initiatives.








 
 WICHITA
STATE
UNIVERSITY
LIBRARY
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DEPARTMENT
STRATEGIC
PLAN
 17


  18. 18. 
 Resources
Needed:
 • Staff
time




 Goal
5.2:
Connect
with
the
Systems
department
to
determine
what
the
greatest
technology
 needs
are,
and
how
we
could
best
support
them.
 Objective:
Draft
a
Media
Services
Mission
and
Vision
statement
and
major
policies
with
 input
from
Technology
Services.
 

 
 Action
Steps:

 • The Reserves staff will consult with the Systems department to determine what Reserves and Media Services’ role should be in the larger view of the University’s technology services. The information gathered in Goal 5.1 will also be considered. • Once the community’s needs are understood, the Reserves staff will draft a Media Services mission and vision statement, to be put into effect under the next Strategic Plan. A Technology Accession policy will also be drafted at this time. This process should begin no later than the start of the third year. 
 Resources
Needed:
 
 • Staff
time
 Goal
5.3:
Research
grants
and
other
alternate
sources
of
funding.
 Objective:
Apply
for
at
least
two
major
grants.
 

 
 Action
Steps:

 • The Reserves staff will research grants and other sources of funding, including support from the Alumni Association, and look for other library departments with which to collaborate on applications for funding. • They will apply for at least one grant in each the second and third year. Money obtained from these sources would be used to acquire the technologies selected in Goal 5.1 and to reach the outcomes directed by Goal 5.2. The success of these applications will determine the scope and ambition of the next strategic plan. Resources
Needed:
 
 • Staff
time 









18
 WICHITA
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  19. 19. 
Performance
Management

  Synergies:
 The
marketing
(as
outlined
in
Initiative
2)
will
support
the
goal
of
providing
continued
access
to
 materials
(as
outlined
in
Initiative
1).













 Initiative
3
and
4
both
focus
on
making
way
for
the
future,
by
clearing
up
staff
time
and
physical
 space.
How
the
freed
resources
will
be
put
to
use
will
be
largely
determined
by
Initiative
5.
Out
with
 the
old,
in
with
the
new.

  Potential
conflicts:
 Many
of
the
goals
are
time‐intensive,
especially
considering
Reserves’
small
staff.
The
staff
will
 manage
this
by
prioritizing
short‐term
vs.
long‐term
goals
and
delegating
work
to
student
assistants.
 Initiative
3
will
help
to
free
up
time
as
it
progresses
by
reducing
time
spent
on
statistics
tracking.

  Monitoring
and
correcting:
 Progress
will
be
monitored
by
regularly
comparing
key
statistics.
When
comparing
attendance
 counts
and
usage
statistics,
it
may
be
necessary
to
account
for
shortened
library
hours.
Consulting
 with
other
library
departments
regarding
how
their
numbers
compare
to
previous
years
will
help
to
 remove
any
discrepancies.
If
statistics
are
still
not
where
they
ought
to
be,
marketing
efforts
will
be
 re‐evaluated
and
increased.
Students
will
be
consulted
informally
as
to
possible
causes
and
solutions.
 











 Many
objectives
call
for
something
to
be
completed
by
a
certain
time.
The
Reserves
staff
should
 consult
this
document
frequently
to
be
sure
that
they
are
on
track
for
all
goals.
 
 An
over‐all
annual
review
at
the
end
of
each
fiscal
year
will
allow
for
the
progress
and
effectiveness
 of
all
goals
to
be
considered
together
and
discussed
with
representatives
from
the
library
 administration.
At
that
time,
priorities
may
be
reorganized
or
goals
may
be
revised.
 


































 WICHITA
STATE
UNIVERSITY
LIBRARY
–
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DEPARTMENT
STRATEGIC
PLAN
 19


  20. 20. Contingencies
 
Roadblocks
may
become
present
during
the
implementation
of
the
plan.

The
following
is
a
list
of
possible
issues,
as
well
as
contingency
plans
to
remedy
those
issues:

  New
dean
 The
library
plans
to
have
a
new
dean
in
place
by
next
July.
This
is
a
wildcard;
if
the
dean
disagrees
 with
the
direction
outlined
by
this
strategic
plan,
there
could
be
far‐reaching
negative
consequences.
 On
the
other
hand,
if
the
dean
turns
out
to
be
a
strong
supporter,
carrying
out
the
strategic
plan
will
 be
easier.
The
uncertainty
of
the
situation
makes
it
difficult
to
plan
for.
When
the
new
dean
is
in
 place,
the
Reserves
staff
should
try
to
meet
with
the
dean
and
discuss
the
plan
to
secure
the
dean’s
 support.
Some
compromises
may
need
to
be
made.
 
  Further
budget
cuts
 Due
to
already
restricted
budgets
and
the
likelihood
of
further
cuts,
we
have
tried
to
minimize
cost
in
 this
strategic
plan.
If
the
cuts
come
to
pass,
the
budget
could
be
reduced
further
by
repurposing
 existing
furniture
rather
than
buying
new;
for
example,
a
display
table
could
be
created
by
building
 tiers
on
top
of
an
existing
table.
This
is
somewhat
likely,
but
the
strategic
plan
should
be
able
to
 withstand
it.
 
  Staffing
cuts
or
reallocation
 These
initiatives
are
already
time‐intensive
for
the
Reserves
staff.
If
the
staff
is
cut,
it
would
become
 very
difficult
to
keep
all
goals
on
track.
It
is
also
possible
that
other
library
functions
outside
of
the
 strategic
plan
would
be
assigned
to
Reserves
staff,
essentially
removing
them
from
the
scope
of
this
 plan.
In
this
case,
the
timeline
would
have
to
be
re‐evaluated
and
re‐adjusted,
and
Initiative
5
might
 need
to
be
put
on
hold
until
the
next
strategic
plan.
This
is
less
likely
than
the
above,
but
would
be
 very
difficult
to
overcome.
 
  Staff
turnover
 Even
if
the
staff
is
not
cut,
replacing
a
current,
experienced
staff
member
with
a
new
employee
(due
 to
retirement,
medical
leave,
etc)
would
hinder
efforts.
This
is
less
likely,
but
if
it
does
happen,
the
 staff
member
should
(if
possible)
make
notes
on
their
progress
on
each
initiative
so
that
their
 replacement
can
take
over
more
easily.
 
  Reduced
library
hours
 Library
hours
were
reduced
last
year,
but
expanded
a
little
this
year.
If
they
are
reduced
again,
that
 would
hinder
Initiative
1,
and
make
comparing
usage
statistics
more
difficult.
It
is
more
likely,
 however,
that
the
library’s
hours
will
continue
to
expand
incrementally
throughout
the
plan.
The
 number
of
hours
should
be
kept
in
mind
when
comparing
statistics.
 
  Pressure
to
utilize
the
space
in
other
ways
 This
is
not
likely
to
affect
the
strategic
plan,
as
the
library
staff
would
prefer
for
this
space
to
continue
 to
be
used
for
patrons
and
library
services.

Input
from
outside
sources,
however,
may
contradict
the
 intended
use
for
the
space
outlined
in
the
plan.
 
  Resistance
to
the
idea
of
transitioning
from
a
Reserves
Department
to
a
Reserves
and
Media
 Services
Department
 Because
this
idea
is
in
its
early
stages,
and
no
radical
changes
are
being
made,
resistance
should
be
 minimal
and
easy
to
overcome.
 
 
 
20
 WICHITA
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DEPARTMENT
STRATEGIC
PLAN


  21. 21. Budget
 
 
 
 Item(s)
 Cost
 Tiered
display
table
 $200
 Book
stands
 $50
 Signs
 $30
 Upholstered
lounge
chairs
(x8)
 $240/each
 Study
carrels
(x8)
 $450/each
 Table
w/6
chairs
(4
sets)
 $1130/each
 Large
bed
scanner
 $500
 Flat
screen
monitor
(24”
screen)
 $250
 
 Netbook
for
stats
 $250
 Seasonal
decorations
 $300
 
 $11,620
total
 




























 WICHITA
STATE
UNIVERSITY
LIBRARY
–
RESERVE
DEPARTMENT
STRATEGIC
PLAN
 21


  22. 22. Action
Plan
Timeline

 Fiscal
Year
1
 January
 • Schedule
time
with
each
student
assistant
for
training
on
the
use
of
all
 departmental
equipment.
 • Investigate
options
for
purchasing
display
table.
 February
 • Purchase
a
display
table.
 • Contact
faculty
and
invite
them
to
choose
a
resource
for
our
‘faculty
picks”
 display.
 March
 • Re‐evaluate
what
statistics
need
to
be
collected
by
department.
 • Discontinue
tracking
any
unnecessary
statistics.
 • Begin
review
of
microform
collections
policies.
 April
 • Train
students
in
tracking
statistics
via
the
ILS.
 May
 • Conduct
annual
review
of
progress
made
toward
goals
outlined
in
the
strategic
 plan.
 • Create
a
report
of
statistics
tracked.
 • Complete
the
revision
of
the
microform
policy.
 June
 • Conduct
initial
weeding
of
the
video
and
DVD
collections.
 Fiscal
Year
2
 July
 • Meet
with
tech
services
to
discuss
the
possible
removal
of
infrequently
used
 equipment.
 August
 • Move
approved
equipment
to
storage
and
dispose
of
equipment
that
is
no
longer
 needed.
 September
 • Begin
researching
possible
options
for
purchasing
furniture
for
the
new
 collaborative
workspace.
 • Begin
meeting
with
systems
department
to
discuss
technology
needs.

 October
 • Meet
with
tech
services
to
begin
drafting
a
media
services
mission
and
vision
 statement.
 January
 • Form
a
grant
committee
to
begin
researching
grant
options.
 March
 • Select
at
least
one
grant
to
apply
for
and
begin
drafting
a
proposal.
 May
 • Conduct
annual
review
of
progress
made
toward
goals
outlined
in
the
strategic
 plan.
 • Create
a
report
of
tracked
statistics.
 June
 • Weed
the
video
and
DVD
collections.
 Fiscal
Year
3
 July
 • Schedule
a
meeting
with
the
WSU
Alumni
Association
to
seek
their
support
in
 gathering
funds
for
media
services.
 August
 • Grant
committee
will
select
a
second
grant
and
begin
drafting
a
proposal.
 September
 • Gather
Planning
Team
and
begin
drafting
next
strategic
plan.
 May
 • Conduct
annual
review
of
progress
made
towards
goals
outlined
in
the
strategic
 plan.
 • Create
report
of
tracked
statistics.

 June
 • Weed
the
video
and
DVD
collections.

Items
to
be
completed
on
a
monthly
basis
throughout
the
timeframe
of
the
strategic
plan:
 • Compare
gate
counts
to
that
of
the
previous
year.
 • All
equipment
checked
for
proper
functioning
and
needed
upgrades.
 • Submit
article
to
library’s
monthly
newsletter.
 • Post
new
acquisitions
information
to
the
library’s
Facebook
and
Twitter
accounts.
 • Change
/
update
window
displays.
 • Ongoing
research
of
technology
trends
relevant
to
academic
libraries.
22
 WICHITA
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STRATEGIC
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  23. 23. Concluding
Remarks
 
All
libraries
face
the
challenges
of
keeping
up
with
rapidly
changing
technology
and
of
remaining
relevant
in
today’s
increasingly‐electronic
society.
Rising
to
these
challenges,
however,
is
especially
vital
for
academic
libraries,
as
students
depend
on
them
to
provide
the
information
and
the
resources
necessary
for
achievement.
The
Reserves
Department
of
Ablah
Library
has
found
itself
facing
these
challenges
head
on.
With
Blackboard
course
management
software
reducing
the
need
for
their
services
and
with
electronic
journals
taking
the
place
of
many
of
their
physical
holdings,
the
Reserves
Department
has
both
the
impetus
and
the
opportunity
for
change.














There
are,
of
course,
obstacles.
This
is
a
harsh
economy,
and
becoming
a
state‐of‐the‐art
media
center
is
an
expensive
prospect.
However,
we
feel
that
this
strategic
plan
will
pave
the
way
for
the
Reserves
Department
to
become
a
thriving
and
vital
part
of
the
library
and
of
Wichita
State
University
as
a
whole.
Our
plan
will
help
raise
awareness
of
the
value
of
our
services…
and
to
help
expand
that
value.














We
have
included
as
many
key
players
as
possible
in
the
formation
of
this
strategic
plan,
and
will
seek
approval
from
all
necessary
parties
before
the
implementation
of
our
initiatives.
Regular
meetings
with
the
Access
Services
Director
and
the
interim
Dean
of
the
library
and
frequent
communication
with
faculty,
students,
and
the
Systems
Department
will
ensure
that
all
parties
are
aware
of
the
initiatives
outlined
here,
and
that
they
are
satisfied
with
our
progress.
The
plan
goals
and
progress
will
also
be
reviewed
regularly
in
department
meetings
to
keep
everyone
on
the
same
page,
and
yearly
reviews
will
make
sure
that
all
initiatives
are
on
track.
The
Reserves
area
is
used
by
many
different
stakeholders,
so
we
have
and
will
continue
to
strive
to
ensure
that
everyone
feels
included
in
the
process.














After
this
plan’s
timeframe
has
passed,
the
Reserves
Department
should
be
perfectly
positioned
to
add
the
most
useful
and
desired
technologies,
and
to
communicate
their
new
services
to
students
and
faculty.
By
streamlining
the
department’s
statistics
tracking,
and
by
including
technology
and
grant
research
in
our
timeline,
we
have
ensured
that
the
planning
team
responsible
for
the
next
strategic
plan
will
have
the
information
they
need
to
make
the
best
decisions
regarding
the
future
of
the
department.
 
 
 
 
 
 
 
 
 
 WICHITA
STATE
UNIVERSITY
LIBRARY
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DEPARTMENT
STRATEGIC
PLAN
 23


  24. 24. References
 
ACRL
Research
Planning
and
Review
Committee.
(2010).

2010
top
trends
in
academic
libraries.

College
and
Research
Libraries
News,
71(6),
286‐292.


Austin,
B.
(2010).
Moving
beyond
the
amalgam:
restructuring
access
services.
Journal
of
Access
Services,
7(3),
145‐158.


Farrell,
M.

(2005).

Trends
in
higher
education:
how
will
they
impact
academic
libraries?

Paper
presented
at
the
ACRL
Twelfth
National
Conference,
Minneapolis,
MN.

Retrieved
from
http://www.ala.org/ala/mgrps/divs/acrl/events/pdf/farrell05.pdf


Miller,
G.
(2009)
Reshaping
and
Renewing
WSU.
Retrieved
from
http://webs.wichita.edu/?u=reshaping&p=/index


Oakleaf,
M.
(2010).
The
value
of
academic
libraries:
a
comprehensive
research
review
and
report.
Received
from
http://www.ala.org/ala/mgrps/divs/acrl/issues/value/val_report.pdf


Pollitz,
J.H.,
Christie,
A.,
&
Middleton,
C.
(2009)
Management
of
library
course
reserves
and
the
textbook
affordability
crisis.
Journal
of
access
services,
6(4),
459‐484.


Reserve
guide:
Wichita
State
University
Libraries
Information
System.
(2008).
Retrieved
from:
http://library.wichita.edu/circulation/reserve/resguid.htm#equipment

Wichita
State
University
Libraries.
(2006).

Vision
and
mission
statement.

Retrieved
from

http://libraries.wichita.edu/ablah/index.php/more‐information/39‐visionmission



 
 
 
 
 
 
 
 
 

24
 WICHITA
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STRATEGIC
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  25. 25. Appendix
1:
 Organizational
Structure

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 WICHITA
STATE
UNIVERSITY
LIBRARY
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DEPARTMENT
STRATEGIC
PLAN
 25


  26. 26. Appendix
2:
 Floor
Plan
–
Before
 
 
 
 
 
 
 
 
 
 
 
 
 

 
 
 
 
 
 

26
 WICHITA
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UNIVERSITY
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DEPARTMENT
STRATEGIC
PLAN


  27. 27. Appendix
3:
 Floor
Plan
–
After
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 WICHITA
STATE
UNIVERSITY
LIBRARY
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RESERVE
DEPARTMENT
STRATEGIC
PLAN
 27


  28. 28. 
 
 Summary
Report
of

 Team
Project
Activities

 Hillary
McHenry,
Kathryn
Patrick,
Robyn
Tiemeyer,
Deedra
Totten
 
 Emporia
State
University
 LI
805
 
 
 
 
 
 
 
 
 


 
 
 

28
 WICHITA
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UNIVERSITY
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DEPARTMENT
STRATEGIC
PLAN


  29. 29. Meeting
Minutes
–
9/12/10
 T e a m / P l a n 
O rg a n iz a t io n 
 
Location:
via
Adobe
Connect
Prepared
by:
Kathryn
Patrick
Members
present:

all
group
members
were
in
attendance.

Previous
Meeting:
At
the
previous
(informal)
meeting,
Robyn
Tiemeyer
was
designated
team
leader,
and
Kathryn
Patrick
was
designated
secretary.
We
decided
to
create
our
Strategic
Plan
for
Wichita
State
University
(WSU)
Library,
where
Robyn
works.
We
decided
that
the
following
meetings
should
be
via
Adobe
Connect.

Goals:

  Decide
on
a
plan
  Set
deadlines
  Choose
a
team
name

Business

 Hillary
McHenry
asked
if
we
should
use
microphones;
we
decided
that
just
the
text
box
would
be
fine.

 Kathryn
Patrick
proposed
a
goal
to
decide
on
a
plan.
Deedra
Totten
added
that
we
should
set
 deadlines,
and
Hillary
added
that
we
should
choose
a
team
name.

 Kathryn
Patrick
confirmed
that
she
would
keep
minutes.

  Choosing
a
team
name:
 ‐ Hillary
proposed
combining
the
names
of
our
locations
(Wichita
and
Emporia).
She
suggested
 the
name
“WE”.

 ‐ Robyn
suggested
amending
that
to
WE2.

 ‐ Kathryn
proposed
choosing
a
name
related
to
our
target
library.
 ‐ Robyn
suggested
amending
that
to
WE2.

 ‐ Deedra
suggested
a
mashup
of
the
location
names:
Wichiporia.
We
settled
on
Wichiporia.

  Deciding
on
a
plan:
 ‐ Hillary
noted
that
there
are
20
subtopics
(the
open
circles
on
the
assignment
description).
She
 suggested
that
we
meet
weekly,
covering
3
subtopics
each
time.
We
would
write
things
up
as
we
 went
along,
and
finish
in
about
7
weeks,
leaving
3
or
4
to
polish.
Kathryn
suggested
dividing
the
 work
according
to
the
heading
topics
instead
of
the
subtopics.

 ‐ The
group
agreed
that
working
collaboratively,
instead
of
dividing
the
work
among
individuals,
 was
necessary
because
so
much
information
about
the
library
will
come
from
Robyn,
and
 because
the
sections
build
on
each
other.

 ‐ Kathryn
proposed
moving
down
the
list,
with
the
exception
of
leaving
the
executive
summary
 until
last.
For
the
next
meeting,
she
suggested
trying
to
cover
the
Organizational;
it
contains
four
 subtopics,
but
is
only
worth
2
points
on
the
rubric.

 ‐ Robyn
asked
if
she
should
post
information
a
few
days
before
each
meeting
with
relevant
 information
from
WSU;
the
group
agreed
that
she
should.
Hillary
added
that
we
should
look
 online
for
examples
of
strategic
plans.
Robyn
pointed
out
that
there
were
also
examples
posted
 in
blackboard.

 
 WICHITA
STATE
UNIVERSITY
LIBRARY
–
RESERVE
DEPARTMENT
STRATEGIC
PLAN
 29


  30. 30.  Setting
deadlines:
 ‐ Robyn
asked
if
the
same
day
and
time
each
week—Sunday
at
8—would
work
for
everyone;
and
 that
was
decided
on
for
our
meetings.
 ‐ Robyn
asked
if
we
should
lay
out
the
schedule
for
every
week
ahead
of
time,
or
if
we
should
see
 how
the
next
meeting
goes.
We
agreed
to
set
the
goals
for
each
meeting
the
week
ahead.


 
Wrapping
Up

‐ Robyn
asked
if
the
same
day
and
time
each
week—Sunday
at
8—would
work
for
everyone;
and
that
was
 decided
on
for
our
meetings.
 
‐ Hillary
asked
if
we
needed
to
contact
the
GA
about
setting
up
Adobe
Connect
for
our
next
meeting.
We
 decided
to
re‐use
the
same
meeting
room
each
week.

 
‐ Hillary
asked
Kathryn
to
post
the
recordings
of
each
meeting
to
the
team
discussion
board;
she
agreed
to
do
 so.


‐ Hillary
volunteered
to
email
Dr.
Singh
with
our
team
name.

‐ Robyn
said
that
she
would
post
notes
by
Thursday.
She
asked
if
she
should
use
the
team
discussion
board
 or
the
file
exchange.
We
decided
on
the
discussion
board.


‐ Robyn
noted
that
the
Assistant
Dean
said
that
she
was
fine
with
us
using
WSU
Library
for
our
project.

‐ Kathryn
said
that
she
would
also
try
to
post
minutes
by
Thursday
each
week.

 
Meeting
Summary:
 
  Decide
on
a
plan:
 ‐ Work
collaboratively
by
section
 ‐ Decide
on
subsections
to
work
on
at
prior
meeting
 ‐ Look
over
examples,
info
about
WSU
library
prior
to
meetings
 
  Set
deadlines:
 ‐ Meet
weekly,
Sundays
at
8
 ‐ Finish
draft
with
3
or
4
weeks
to
polish
 
  Choose
a
team
name:
 ‐ Wichiporia


NEXT
MEETING:
Adobe
Connect,
9/19/10
at
8:00pm

 
 
 
 

30
 WICHITA
STATE
UNIVERSITY
LIBRARY
–
RESERVE
DEPARTMENT
STRATEGIC
PLAN


  31. 31. Meeting
Minutes
–
9/19/10
 “ O r g a n iz a t io n a l 
P r o fil e ” 
 
Location:
via
Adobe
Connect
Prepared
by:
Kathryn
Patrick
Members
present:

all
group
members
were
in
attendance.

Goals:

  Draft
the
Organizational
Profile
section
of
the
paper

Business

 Kathryn
Patrick
distributed
the
minutes
from
the
previous
meeting.

 Robyn
Tiemeyer
noted
that
she
posted
the
library’s
mission
statement,
an
organizational
chart,
and
 some
notes
to
the
file
exchange.

 Hillary
McHenry
called
for
clarification
of
whether
we
planned
to
create
a
strategic
plan
for
just
the
 reserves
department
or
for
the
access
services
department
as
a
whole.
Robyn
pointed
out
the
 particular
situation
of
the
reserves
department
which
makes
this
a
good
time
for
them
to
have
a
 strategic
plan.
The
group
agreed
that
we
would
have
enough
material
to
focus
specifically
on
 reserves.

 Robyn
offered
to
try
to
scan
a
floor
plan
of
that
area
of
the
library.

  Drafting
the
Organizational
Profile
section
of
the
paper
 
 ‐ The
group
discussed
the
organization
of
the
Reserve
department
and
its
current
situation.
 ‐ Robyn
noted
that
the
reserves
department
is
planning
to
transform
their
area
to
a
technology
 based
media
center;
the
group
discussed
what
that
would
involve,
and
how
that
would
fit
into
 the
reserves
department.

 ‐ Kathryn
began
a
document
to
work
on
the
draft,
using
the
group’s
input
and
discussion.
 
 Deedra
asked
about
posting
the
draft
to
Google
Docs;
Robyn
asked
if
we
have
a
group
wiki
link.
 Deedra
confirmed
that
we
do,
but
it
was
not
working
at
the
moment.


 Robyn
confirmed
that
everyone
would
be
able
to
meet
again
the
next
week.


 Kathryn
proposed
that
the
next
meeting’s
goals
should
be
to
write
a
draft
for
the
 preparation/planning
section,
and
to
discuss
what
resources
will
be
needed
to
complete
the
current
 realities
section.
The
group
agreed.

NEXT
MEETING:
Adobe
Connect,
10/17/10
at
8:00pm


 WICHITA
STATE
UNIVERSITY
LIBRARY
–
RESERVE
DEPARTMENT
STRATEGIC
PLAN
 31


  32. 32. Meeting
Minutes
–
10/17/10
 “ C u r re n t 
R e a l it y ” 

Location:
via
Adobe
Connect
Prepared
by:
Hillary
McHenry
Members
present:

Robyn
Tiemeyer,
Deedra
Totten,
and
Hillary
McHenry
were
in
attendance;
Kathryn

 
Patrick
was
absent.

Goals:

  Discuss
questions
under
“organizational
performance”.
  Discuss
questions
under
“gap
analysis”.

Business

 We
discussed
how
much
of
the
“current
reality”
section
we
had
discussed
at
our
last
meeting
and
 decided
we
needed
to
cover
the
last
two
bullet
points.

 Hillary
volunteered
to
take
notes
of
our
discussion
and
to
type
up
the
minutes
of
our
meeting.

  Discuss
questions
under
“organizational
performance”.
 
 ‐ Robyn
began
answering
the
first
question
by
giving
us
a
list
of
the
equipment
available
from
the
 Reserve
department.
 ‐ Hillary
expressed
concern
that
our
discussions
thus
far
have
focused
more
on
space
and
 equipment
than
people.
Deedra
and
Robyn
explained
that
changes
that
focus
on
staff
will
be
a
 large
part
of
the
next
section.
 ‐ Next,
Robyn
described
the
services
offered
by
staff
in
the
reserves
department.
 ‐ As
we
moved
our
discussion
on
to
the
next
question:
“what
are
desired
performance
targets
or
 results?”
Hillary
suggested
including
promoting
awareness
of
the
available
resources.

Robyn
 agreed
and
added
that
faculty
need
to
be
made
aware
of
how
they
can
use
reserve
in
Blackboard.
 ‐ Deedra
asked
for
clarification
on
this
section,
asking
if
perhaps
we
are
suppose
to
focus
on
the
 present
and
save
future
goals
for
the
“new
priorities”
section.

Hillary
replied
that
given
the
 questions
in
the
“gap
analysis”
section,
we
should
focus
on
current
and
future
targets.
 ‐ Next,
we
discussed
adding
a
goal
about
how
quickly
reserve
requests
would
be
processed.
 Deedra
again
expressed
that
she
felt
we
are
suppose
to
be
focusing
on
current
activities
and
 current
goals
and
targets.
After
extensive
discussion,
we
concluded
that
perhaps
this
section
has
 some
overlap
with
the
next
section.
 ‐ Robyn
described
a
few
current
measurements
of
performance
being
implemented
by
the
access
 services
department.

  Discuss
questions
under
“gap
analysis”.

 We
decided
to
end
our
discussion
until
our
next
meeting,
which
we
scheduled
for
Tuesday,
October
 26
at
8:00
pm.

NEXT
MEETING:
Adobe
Connect,
10/26/10
at
8:00pm

32
 WICHITA
STATE
UNIVERSITY
LIBRARY
–
RESERVE
DEPARTMENT
STRATEGIC
PLAN


  33. 33. Meeting
Minutes
–
10/26/10
 “ N e w 
P r io r it ie s ” 
 
Location:
via
Adobe
Connect
Prepared
by:
Kathryn
Patrick
Members
present:

Robyn
Tiemeyer,
Hillary
McHenry,
and
Kathryn
Patrick
were
in
attendance;
Deedra

 
Totten
was
absent.

Goals:

  Draft
“new
priorities”
section
 ‐ Strategic
Profile
 ‐ Future
Vision
 ‐ Strategic
Initiatives

Business

 Kathryn
confirmed
that
there
was
work
left
to
be
done
on
the
Current
Reality
section.
Robyn
 suggested
that
the
section
be
finished
on
the
wiki,
and
that
the
group
move
on.
The
group
agreed.

 Hillary
expressed
some
uncertainty
in
how
to
begin
on
this
section.
Robyn
suggested
some
resources
 to
help
us
move
forward.

 Kathryn
asked
about
the
goals
and
initiatives
of
the
WSU
library
in
general.
Robyn
posted
links
to
the
 relevant
library
documents.

  Draft
“new
priorities”
section.
 
 ‐ Kathryn
asked
about
the
goals
and
initiatives
of
the
WSU
library
in
general.
Robyn
posted
links
 to
the
relevant
library
documents.
 ‐ Based
on
the
linked
resources
and
the
previously
drafted
sections,
we
began
to
piece
together
 the
draft
of
the
Strategic
Profile
 ‐ The
group
identified
initiatives,
and
began
forming
specific
goals
and
objectives.

 Kathryn
suggested
adjourning,
and
waiting
to
fine‐tune
the
initiatives
during
the
next
meeting.

 The
next
meeting
was
scheduled
for
Tuesday,
Nov.
2
at
8:00pm.
Hillary
said
that
she
would
contact
 Deedra
to
make
sure
that
she
could
make
it.

 Kathryn
confirmed
that
she
would
put
our
progress
on
the
wiki.

NEXT
MEETING:
Adobe
Connect,
11/02/10
at
8:00pm

 


 
 WICHITA
STATE
UNIVERSITY
LIBRARY
–
RESERVE
DEPARTMENT
STRATEGIC
PLAN
 33



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