NMSU Library Strategic Plan Working Documents

STRATEGIC GOALS, Draft 7/22/96

INTRODUCTION

This set of strategic goals guides the Library in fulfilling its mission. Each of the five goals is of equal importance to this end. They are broad strokes to be fleshed out at the department and unit levels into specific implementation plans and actions. Some of the strategic directions are not new for the NMSU Library but deserve renewed emphasis and attention in our continued efforts to serve Library users. These areas include:

A continued emphasis on human service points for users that prefer face-to-face contact, and an equal emphasis on the development of more and better technological interfaces for those who prefer to use our services and resources electronically and/or remotely. For example, continuous improvement of the online catalog that maintains technical bibliographic standards and contributes to the national database provides our users with the best possible access to locally-owned information. Additionally, the Library's document delivery program is an example of a service designed to be highly responsive to users' needs by providing access to information independent of local ownership.

The evaluation, organization and preservation of scholarly information. As the production and distribution channels of scholarly information change, the Library will expand its traditional selection, cataloging and preservation functions. New activities may include: evaluating, acquiring and/or providing access to scholarly information in all formats, as well as organizing, and in some cases, archiving digital information. Examples: World Wide Web pages, internet accessible databases, electronic journals, digitized documents and graphical information, etc.

A teaching role for the Library. Within the context of the University, the Library has historically been regarded as a service organization. With more complex methods and resources for information and knowledge, our users indicate that the Library should expand its instructional role.

The importance of developing a "niche" by collecting and making available specialized regional resources that build on our traditional strengths and explore new opportunities. In addition to enabling the Library to serve the unique needs of many patrons, such initiatives will strengthen the NMSU Library's role in fulfilling the University's land grant mission and will help preserve regional/academic characteristics. Examples include New Mexico and Borderlands collections.

An overarching emphasis on and respect for human resources. Staff morale is a critical element in how well we are able to serve and respond to our users. The Library must recognize contributions at all levels and provide more training and opportunities for professional and personal development. Administrative support, including a strong human resources budget, is essential.

Extensive cooperation and coordination within the Library. The Library must facilitate conditions which best enable it to serve users. These conditions include: more communication among units, more coordinated decision-making, an organizational structure that allows for dialogue and consensus on how to best direct resources and services. While the Library has made strides toward these ends in the past, there must be a formal emphasis and greater implementation in these areas.

A leadership role. At the organizational level, the Library must be assertive in the ongoing evolution of information collection, dissemination and access. This role extends from the University context to related national and international organizations, publishers, vendors, scholars and others. Collaboration with these parties presents strong opportunites for coping with resource constraints. At the individual level, all staff must be encouraged to take risks.

Outreach & marketing. The Library must communicate about its products and services to current and potential audiences if the Library is to retain its users and patronage, as well as cultivate new sources of support. Additionally, it is essential that the Library aggressively pursue outside funding in light of monetary constraints.

The Library's role in fulfilling the University's land grant mission. The Library will fulfill its role by emphasizing service to students and faculty, as each are equally important. Next, the Library provides services to its community and the people of New Mexico. Lastly, the Library serves a growing global community. The recognition of these priorities must drive decisions at all levels.

GOAL 1:

• direct budget/staff/time for human resources management and professional development
• develop and/or revise standards of knowledge, skill and ability for all job categories
• engage in marketing research to find out what our users want and need
• determine appropriate intervention(s) to foster a more cooperative and risk-taking culture
• determine and implement an appropriate organizational structure
• develop and implement an equitable system of rewards that recognizes contributions at all levels, enhances a cooperative, user-centered culture, and provides support for creative dissent
• employ students in the library for recruitment, retention and future career development in support of the University's mission

  Critical success indicators:*

  • job performance standards
  • employee morale/job satisfaction
  • all personnel salaries up to national average
  • usage statistics
  • user satisfaction
  • process/system for continuous user feedback for quality improvement
  • organizational structure responds to user by allowing appropriate decisions at all levels
  • equitable reward system in place
  • enhanced student employment opportunities

GOAL 2:

• improve and maintain core collection
• identify and develop specialized collections in topical areas that build on existing strengths and support new initiatives
• develop means of identifying, evaluating, acquiring and preserving scholarly information/knowledge resources in all formats
• provide access to remote resources
• develop collaborative projects (with vendors, other libraries, NMSU colleges, etc.) for resource sharing and collection development
• provide document delivery
• preserve and provide access to the region's cultural heritage and the record of human experience through collections, colloquia, exhibits, etc.

  Critical success indicators:

  • size and quality of core and specialized collections
  • match between information needs and collections/access: pertinence
  • policies/processes in place for selection, acquisition and preservation of scholarly information resources in non-traditional formats
  • links/pathfinders/pointers to remote information resources
  • expansion of collaborative projects
  • fast and effective document delivery

GOAL 3:

• organize resources (cataloging, web, specialized databases, database enhancement/maintenance, etc.)
• provide human mediation and technological interfaces for access to information/collections via service points, catalog, research assistance, email, web, etc.
• develop appropriate services for colleges/departments that address the specialized scholarly information needs of different disciplines
• deliver information not owned by library (document delivery, interlibrary loan)
• develop service standards
• maintain national bibliographic & technological standards such as AACR2, Z39.50, etc., and contribute to national databases

  Critical success indicators:

  • organization of resources facilitates ease-of-use
  • service expansion, e.g. more human-mediated service points, more and more user-friendly technological interfaces for information access, more specialized services targeted at colleges/departments
  • expansion of document delivery and interlibrary loan
  • meet service standards
  • comply with bibliographic and technological standards

GOAL 4:

• develop competencies for NMSU students
• offer more sections of information literacy course
• provide more course-integrated library instruction
• allocate instructor time
• provide electronic classrooms
• provide computer assisted instruction
• develop programs for distance education
• promote services to faculty and students

  Critical success indicators:

  • faculty recognize need for students to achieve information literacy in order to become life-long learners
  • faculty recognize library as a teaching entity and librarians' teaching
  • role students achieve competencies
  • service expansion (instructor hours, classroom space, tutorials, etc.)

GOAL 5:

• provide leadership in all facets of the knowledge infrastructure (research, publishing, definition, management and distribution of scholarly information, etc.)
• promote library services to the University and advance the role of libraries in the knowledge infrastructure
• strengthen the technological information infrastructure
• maintain national bibliographic standards and contribute to national databases
• maintain physical facilities to house resources and provide an environment for study & research
• increase state and university support
• pursue outside funding
• cultivate collaborative projects with university faculty, departments, colleges, vendors, other libraries, groups, or individuals

  Critical success indicators:

  • dialogue with and influence on participants in the knowledge infrastructure--researchers, publishers, vendors, etc.
  • increased budget for technological information infrastructure
  • compliance with national bibliographic standards
  • facilities needs met
  • funding targets met
  • expansion of collaborative projects

STRATEGIC THRUSTS**

User focus drives decisions.
Cooperative philosophy creates a responsive and flexible organization.
Appropriate technology serves the user.
Collaboration fuels development.
Risk-taking and leadership at all levels inspire innovation.
Teaching and outreach cultivate information/knowledge consumers.

CULTURE

In order to accomplish our goals, all library personnel need a common understanding that the user is the reason we exist and that service to the user is the central focus of what we do. The ideas expressed in the mission and values statements must be translated into shared understandings, beliefs and behaviors in our organization. In turn, the Library recognizes contributions at all levels and provides encouragement and respect for creative dissent. A cooperative, risk-taking, collaborative, empowered staff will work together to make decisions that provide the most efficient and effective service to our users.

*Critical success indicators provide a framework for establishing benchmarks, or means of measuring progress toward achieving the strategic goals.

**Strategic thrusts are processes that influence or contribute to the achievement of all of the organization's strategic goals.

Please address comments on these draft goals statements for the NMSU Library to Molly Molloy, mmolloy@lib.nmsu.edu or David Myers, myers@lib.nmsu.edu, co-chairs of the Strategic Business Modelling Committee.

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