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. 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. 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. 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 University's 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. • 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. • 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. 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 – RESERVE DEPARTMENT STRATEGIC PLAN 17
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 STATE UNIVERSITY LIBRARY – RESERVE DEPARTMENT STRATEGIC PLAN
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 – RESERVE DEPARTMENT STRATEGIC PLAN 19
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 STATE UNIVERSITY LIBRARY – RESERVE DEPARTMENT STRATEGIC PLAN
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. 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 STATE UNIVERSITY LIBRARY – RESERVE DEPARTMENT STRATEGIC PLAN
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 – RESERVE DEPARTMENT STRATEGIC PLAN 23
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 STATE UNIVERSITY LIBRARY – RESERVE DEPARTMENT STRATEGIC PLAN
25. Appendix 1:
Organizational Structure
WICHITA STATE UNIVERSITY LIBRARY – RESERVE DEPARTMENT STRATEGIC PLAN 25
26. Appendix 2:
Floor Plan – Before
26 WICHITA STATE UNIVERSITY LIBRARY – RESERVE DEPARTMENT STRATEGIC PLAN
27. Appendix 3:
Floor Plan – After
WICHITA STATE UNIVERSITY LIBRARY – RESERVE DEPARTMENT STRATEGIC PLAN 27
28.
Summary Report of
Team Project Activities
Hillary McHenry, Kathryn Patrick, Robyn Tiemeyer, Deedra Totten
Emporia State University
LI 805
28 WICHITA STATE UNIVERSITY LIBRARY – RESERVE DEPARTMENT STRATEGIC PLAN
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. 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. 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. 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. 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
