The Digital Revamps

Gretchen Engle, Kimberly Lowe, Kate Miller, Dorie Scofield LI805XR Strategic Plan Document April 3rd, 2013

Table of Contents Introduction and Executive Summary... 3 Mission Statement............................................................................................................ 3 Guiding Values.................................................................................................................. 4 Community Overview....................................................................................................... 4 Planning Team... 5 Limiting Factors and Positive Features............................................................................. 6 Funding.. 7 Digitization and Current Trends........................................................................................ 7 Organizational Performance and Gap Analysis................................................................. 8 Strategic Profile.................................................................................................................. 9 Future Vision..................................................................................................................... 10 Strategic Initiatives/Action Plan........................................................................................ 11 Budget................................................................................................................................ 15 Synergies and Potential Conflicts...................................................................................... 16 Progress Monitoring and Contingencies............................................................................ 16 Conclusion. 17 Appendix 19 References.......................................................................................................................... 21
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I have always imagined that Paradise will be a kind of library. Jorge Luis Borges

Introduction and Executive Summary

The Midwest University Library serves a diverse community, including graduate and undergraduate students, as well as faculty, staff and members of the broader Kansas City population. The strategic library plan allows Midwest University Library to remain competitive and valuable both now and also longer term. The purpose of our plan is to challenge ourselves to meet the needs of our community, and to think outside the box to tap into the potential for development that currently exists within the library. Our plan includes goals, SWOT analysis, planning and vision to create a sustainable collaborative learning space. The library plans to improve our outreach and service, to become a vital resource for Midwest University and the community at large.

Mission Statement

The Strategic Team's mission is to facilitate the work of the graduate and undergraduate scholar by providing access and an educated use of all types of library information resources.

Guiding Values

Education

Integrity and Accountability

Innovation

Collaboration

Diversity and Respect

Community Overview

Founded in 1824, Midwest City is the largest city in the state of Kansas with a metro area consisting of more than two million people. Including Carson, Hoyt, and Thomas counties, it covers 400 square miles. Midwest City has population of rough 400,000 people, with approximate 2 million in the metro area. World renowned for its architecture and performing arts, it is a mecca for arts and culture.

The racial composition of Midwest City is currently white 59.2%, African American 29.2%, Hispanic or Latino 10.0%, Other/Composite of two of more 7.7%, Asian 2.5%, Native American 0.5%, and Pacific Islander 0.2%. In Midwest City, 51.3% of the population has a college degree, and 25.3% speak English as a second language.

The economy is based in service, agriculture, and tourism. Large employers include Hitchens Architecture, Hardy, Barkley & Stout LLP, and Midwest City Performing Arts Theater. Midwest City Star is the areas primary newspaper. There are five major television stations, and two main radio stations.

The Planning Team

The individuals to assist with strategic plan will be the library director of Midwest University Library, and the library staff and volunteers (at the discretion of the director). The strategic planning team will rely on alumni and friends of the university to help with tasks such as building bridges between the library and the university community. They will be entrusted with the key component of establishing and maintaining relationships of alumni members who may be able to donate services, gifts in kind and assist with projects, as needed.

The School of IT and Web Design (ITWebMU) at Midwest University will be tasked with the overhaul of the website. The School of Architecture (ArchMU) will design the transformation from a traditional library into an information commons.

Gretchen Engle Team Secretary, Library Director Kimberly Lowe, Team Editor, Associate Director Kate Miller-Team Coordinator, Reference Librarian Dorie Scofield- Team Leader, Technical Services/Acquisitions Gary Gygax - Graduate IT Student Kurt Vonnegut -- Graduate Architecture/Design Student
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Margie Hughes - University Dean

Limiting Factors and Positive Features

The school is relatively small, and it competes with many other schools in the Kansas City area. Space is limited, so creative thinking needs to be utilized when redesigning the physical space. The technological equipment and library website are somewhat outdated and will need to be upgraded.

The strategic planning team will rely heavily upon the expertise of the established staff at the Midwest University library. Focus groups that include students, staff and librarians will help focus our efforts in the correct areas. The involvement of students and staff in the strategic planning process will empower these individuals as they will know that their input matters to the library. The participation of the alumni is solid, and their resources are extensive. At this point in time, the campus and library are ready for a change. Recent surveys have revealed a demand for more access to digitized resources. Information literacy and technology training courses are already established in the library where patrons can gain any skills or assistance they may need with respect to the advancements that will be taking place.

Current Reality:

Funding

Attendance and student involvement have been on the decline. It is the hope of the administration and the strategic team that the projected changes will draw new students and more financial backing. There are essentially no financial barriers due to the continual fundraising efforts sponsored by the Alumni Association. It is safe to venture out with the improvements which have been proven to cultivate growth in similar universities in the Midwest.

Digitization and Current Trends

Midwest University Library strategic will help the library join the digital revolution. The print serial subscriptions will be reduced, and online databases will be increased. Reserves and inter-library loan services will be set up internally by the library staff. There will be fewer print books purchased for the library. The strategic team would like to introduce more e-books as well as e-readers for loan by the second year. It is anticipated that the student population will continue to grow and patron needs will be addressed according to demand.

In order to stay in sync with the neighboring universities in the Midwest, it is imperative for these changes to take place. Libraries are to be places of cultivation, discovery and dissemination of information, but also for facilitating learning, research and knowledge creation. By achieving these goals, we support and encourage outstanding research, teaching and learning across the university. (KU Libraries, 2011).

Positive

Negative

Internal

Strengths

Weaknesses

Established and experienced staff Learn by doing model Campus is ready for change Training programs in place

Limited space Lacking updated technology Expectation for more digitization than is currently available

External

Opportunities

Threats

Devoted and involved Alumni Expanded & updated information commons Reserves and inter-library loan services Patrons needs will be met Outside patrons may be attracted to the library

Expansion reliant upon donations Campus must adjust to changes Difficult economy effects frequency of trips to the library Vastness of strategic goals threatens success

Organizational Performance and Gap Analysis

As a result of an online survey offered on the library website and a written survey provided inside the library, the library has been able to gain insight as to the needs of patrons.

Twenty computers were donated to the library and printing services were made available in 2012. Training programs in basic computer usage, information literacy and research assistance have been presented each semester as part of an orientation process since 2010. Surveys were again taken at the end of each semester with specific questions regarding the improvements in the library. An effort was made to ascertain if the needs of the patrons were better being met as a result of the changes.

The changes that were made two years ago were not satisfactory to the students. When new surveys were administered at the close of the 2011-2012 school year, it became apparent that more updated computers, further digitization of resources and a more extensive information commons will better meet the demands of the current patrons.

New Priorities:

Strategic Profile Midwest University has always taken pride in its involvement with student success. Unfortunately technology within the library has not kept up with technology outside of the library. We are not the students first choice when it comes to research despite our fantastic array of databases and journal subscriptions. Students often complain about our lack of digital resources. Based on student feedback, the library has not been the shining beacon of student success as it has been in the past. This strategic plan is intended to fix all of these problems and firmly set Midwest University as an exemplary academic library.

Our plan will place Midwest University into the 21st century both digitally and aesthetically. We will first tackle the digital aspects that we are lacking. Our website is in great need of an update and will get the largest overhaul it has seen in twenty years. We will also make accessing the library easier with a more prominent link on the main University home page. The goal is to become intuitive to our users as well as pleasant to browse. We will reassess our database subscriptions to fit our schools needs more aptly. Our final goal in the digital realm, we are taking on the large task of implementing a federated search program to replace our classic catalog search engine. Simultaneously we need to address our run down and dreary building. When first built in 1920, this facility was top of the line with sunlight streaming through many of the windows on all four sides. Since then the windows have been covered to allow for the addition of stacks. Technology has been added hodgepodge without much planning over the years making for a messy area smattered here and there with outdated computers. We want to streamline the first floor into a learning commons that is well equipped for the 21st century student. A complete renovation will need to be done. We will remove the stacks, add computers and devices, a caf, soundproof study or collaborative rooms, plenty of space for studying and an atrium for outdoor learning and relaxing.

Future Vision Once this plan is completed we will have a state of the art facility that will be completely centered on student success in the 21st century. Students will have access to the latest

technological devices in open, light and comfortable spaces. Students can study together or alone or research at their leisure using our intuitive website searching our all-encompassing

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federated search engine. Our library will become a standard of excellence in the industry and be a shining achievement for the college.

Strategic Initiatives

Goal 1: Improve Technology and Digital Access Initiative 1: A complete overhaul of website, which is 20 years out of date. o Easy to use and pleasure to browse Initiative 2: Reevaluate database subscriptions to fit our patrons Initiative 3: Implement federated search engine Initiative 4: Evaluate student and faculty need for devices and purchase accordingly

Goal 2: Renovate library space to adapt to changing needs of students Initiative 1: Removal of stacks and complete renovation of first floor o Create learning commons area with smart boards and plenty of outlets o Create quiet study areas and soundproof collaborative rooms o Create caf area for relaxation and refreshment o Create atrium and zen garden

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Action Plan G1: Improve Technology and Digital Access, I1: A complete overhaul of website, which is 20 years out of date Action Steps: ITWebMU has taken on the complete redesign of the website. Timeline: Work will begin in Fall of 2013. This will be a complete project for the student and the basis of their portfolio for graduation in 2015. Proposal will be up by Jan 2014 with soft roll out and test runs by Summer of 2014. A final roll out after bugs and other issues are fixed are to be by Spring semester 2015. Evaluation: This goal will be tested and retested along the way. Since this is a product that is made especially for the library, it is done to our specifications. We will constantly be creating focus groups consisting of students, grad students, and faculty. They will share their thoughts and input on the user friendliness, design and ease of use to help as we go along.

G1: Improve Technology and Digital Access, I2: Reevaluate database subscriptions to fit our patrons Action Steps: An analysis of our existing databases will be created showing user statistics. Using these statistics we will decide if our existing databases are useful to our institution. We will then find databases that fit our patrons and their educational pursuits. Timeline: Summer of 2013 will be dedicated to a complete breakdown of numbers of our database usage and where we can improve or cut as needed. Decisions to purchase or not purchase will be made before September 2013 to be added to FY 2014 budget.

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Evaluation: This will constantly be monitored with a new program provided by our cataloging vendor that analyzes our usage statistics. Yearly decisions on databases will be made off of these statistics.

G1: Improve Technology and Digital Access, 13: Implement federated search engine Action Steps: This is the largest part of our digital revolution. The biggest complaint we get from students has always been that our catalog lacks usability. Our research has shown that students prefer a federated or discovery search engine. We will first contact similar academically minded schools that utilize federated search engines. We will open a dialog with them about their decisions. We will then take this information and start contacting vendors about their products. The vendor that is able to offer us the most tailored and usable product at a reasonable price will get the bid. We will work with the vendor to create a unique federated search engine for Midwest University. Test groups consisting of students, faculty and librarians will provide feedback and suggestions throughout the design process. A soft roll out will be initialized to test the waters. Bugs and feedback will be known before we do a hard roll out. Timeline: Research will be started in Summer of 2013 by committee task force. Research will be completed by December of 2013. Bids will start in January of 2014 with a final decision on vendor will be made by May of 2014. Design and focus groups will be done through till December of 2014. Soft roll out will be on May of 2015. Hard roll out is slated for August of 2016. Evaluation: Much like the website, evaluation will be constant. The task force assigned to this project will be forming focus groups as needed to make sure we are headed in the right

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direction. To keep up with user opinion once rollout is finished we will have a focus group convene once a year to give feedback and thoughts on the search engine.

G1: Improve Technology and Digital Access, I4: Evaluate student and faculty need for devices and purchase accordingly Action Steps: A survey will be made for students and faculty about devices they would like to use at the library. This survey will be evaluated by a taskforce and decisions to purchase desired devices will be made from there. We will price these devices from different vendors for the best possible price. Timeline: This initiative will start in the fall of 2013. We will survey students and faculty during the month of September. This survey will be compiled and analyzed by the taskforce with results available by December of 2013. Devices will be priced and selected by March of 2014. Evaluation: Since devices are going out of date at a constant pace we need start out small and build up based off of user statistics. Every quarter we will decide if we need more devices or to trade off less used devices for more.

G2: Renovate library space to adapt to changing needs of students, I1: Removal of stacks and complete renovation of first floor Action Steps: A committee of librarians, administrators, professors and students of the School of Architecture will meet in May of 2013. This meeting will discuss the needs of the library, the current layout and what we can do to improve it. Once these improvements have been agreed upon the students will depart and design a new layout that will approved. Work will

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begin soon thereafter on the main floor of the library. This will be done in sections to avoid a complete shutdown of services. Timeline: in May of 2013 there will be a meeting of the renovation committee to let needs be known. Design will be approved by December of 2013. Bids will start on the project soon thereafter. Renovation will be broken into 4 easy sections of North, South, East and West. Demolition of south side starts in Spring of 2014. This section will be done by May of 2014. Demolition and construction of north side starts immediately after and will be completed by July of 2014. Demolition and construction of west side will start immediately after and be completed by September of 2014. Demolition and construction of east side/entrance area will start in September and be completed by December of 2014. Evaluation: The head of the renovation committee will be in constant contact with the construction companys project manager. Successful completion of each stage will allow said part of the library to reopen.

Budget for Strategic Plan We have had the great opportunity to have a large amount of money designated especially for the update of the library. We have 50 million dollars available and have allocated to the areas that need the most attention. Goal and Initiative Projected Cost Available Budget Goal 1, Initiative 1 0 Goal 1, Initiative 2 125,000 0 150,000

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Goal 1, Initiative 3 150,000 Goal 1, Initiative 4 5,000 Goal 2, Initiative 1 20,000,000

180,000 7,000 30,000,000

Synergies and Potential Conflicts

There exists a great deal of synergy between the different strategic initiatives. For example, the first three initiatives under goal #1 are all very closely related: improving the librarys web presence, including the main website itself. Goal #2 is also related in its own way, as it is dedicated to revitalizing the physical library space. In a way, the two goals are really the same goal, just formatted for two separate realms: the online and offline. These similarities in vision should be helpful for those working on each goal and should prevent different members of the various projects from unknowingly working against each other.

Because the two major goals are simultaneously united in vision and separate in arena, the potential for conflicts to arise over resources are hopefully minimal. However, should there be conflict, the leaders of the projects will be expected to evaluate each initiative and place the value on what will make the greatest impact over the long term and make budgetary decisions accordingly.

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Progress Monitoring

Evaluation of progress will be constant throughout the entire project, utilizing focus groups, patron feedback, and usage statistics where applicable. Midwest University Library will post comment box at the circulation desk. Questionnaires will also be distribute during mandatory library training course during the first year of undergraduate study. Feedback will be discussed at quarterly review meetings and progress may be adjusted accordingly.

Contingencies

Midwest University Library does face potential problems throughout the planning and fulfillment process. There are always the possibilities of delays that may hamper the process. Budget concerns, safety, and timing will be factors for the strategic planning team. Economic factors including the current state of the economy may prove to be stumbling blocks to securing sufficient funding.

Conclusion

Libraries are constantly struggling with new technology and striving to stay current with a dynamic and changing world. Midwest University Library desires to face the challenges directly and make improvements that will better serve staff, students and faculty. Working with innovation and integrity will elevate Midwest University Library to new heights.

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Strategic planning involves looking to the future as well as assessing the current needs of the library's patrons. Revamping the library is essential to keeping the library innovative and meeting the needs of the diverse community that is being served. Throughout the process, the students' desires have been acknowledged. Changes that will be the most useful to the broadest group of patrons have been taken into account. The goals have been realized, and extensive efforts have been put forth to meet the strategic initiatives. The purpose for the changes is to aide Midwest University Library to better serve library users in the present and long into the future.

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APPENDIX

Strategic Plan Retrospective

LI 805

Gretchen Engle, Kimberly Lowe, Kate Miller, Dorie Scofield April 3rd, 2013

Though this assignment was certainly challenging, the Digital Revamps were able to successfully come together as a team in order to complete the tasks at hand. From the initial forming stage, then to storming, norming, and finally performing, the team collaborated effectively with minimal strife and conflict. The forming stage took place before the team ever met face-to-face, as team signups were conducted online. However, all members of the team had known each other previously, and some had worked together in projects for other courses. No other decisions were made in the time between the formation of the team and the first class weekend.

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Once the team was able to meet face-to-face for the first time, forming turned into storming. There was some confusion and conflict when the team first began to make decisions. This conflict was not because some members were being contentious or uncooperative; it simply took some time to muddle through the complexities involved with the assignment and get down to the basics. After some discussion, the team decided upon a fictitious academic library as the setting for the strategic plan. After this major decision was made, storming quickly turned to norming, which led to a flurry of decisions made in a short amount of time. Strengths and weaknesses were discussed, which were considered when role assignments were made, and a set of expectations for group behavior was agreed upon. Once the initial housekeeping had been conducted, the team was able to begin more serious discussion on the actual task at hand. The ideas of revamping a colleges library in order to improve digital access and better allow for many different kinds of schoolwork were unanimously agreed on, and they even led to the choice of a team name: Digital Revamps. The conclusion of the first group meeting marked the transition from norming to performing, which is where the team spent the majority of its time. Each meeting had an agenda outlined, with room for adjustment if need be. Most of the meetings were conducted via online chat, though technical difficulties occasionally required some improvisation. Between meetings, team members stayed in contact via email. Since many of the decisions for the progress update had already been made at the first meeting, the team began assigning sections of the strategic plan fairly early on, which helped the team get a jumpstart on the complex assignment.

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The team encountered few roadblocks or conflicts along the way. Decisions were made by consensus, and each team member provided a valuable perspective. In fact, there was a point where the teams commitment to working together was almost a disadvantage; they had simply reached a point in the project where not much else could be done as a group, and each member just needed to go off and write her own sections, after which the team could convene again. The only other roadblock encountered was that of unforeseen life circumstances; one team member fell ill and was unable to complete her assigned sections by the preset deadline. However, because the team was on top of things, this deadline was earlier than necessary, so missing it was not detrimental to the project.

Overall, though this strategic plan assignment was not an easy one, the Digital Revamps worked very well as a team. All team members were valued and respected, decisions were made as a group, any disagreements were handled respectfully, compromises were made, and in the end, the team produced a quality strategic plan.

Reference:

KU Libraries. (2011). KU Libraries: Strategic Directions 2012-2017. Retrieved from http://www.lib.ku.edu/strategicplan/vision.shtml

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