NMSU Library Strategic Plan Working Documents

Performance Audit / Gap Analysis Final Recommendations 11-20-96

Faced with analyzing the Library's current situation and devising a plan for the future, The Performance Audit/Gap Analysis committee was a little overwhelmed by the scope of the task. To begin its focus on the Library's operations, PAGA developed a number of philosophical guidelines which are reflected throughout the final document, and should act as guideposts in future developments. Listed in no particular order, these guidelines are:

• Deliver reliably on commitments to users.
• Respond continually to customer feedback.
• Continuously improve operations, recognizing conflicting user needs, and remembering to include internal user needs as well as external.
• Allow decision-making at lowest appropriate levels, using group structure to guide and support decision-making.
• Maintain clear lines of authority, responsibility, and accountability for both individuals and groups.
• Recognize the continual need for mutual respect of both employees and organization, based on two-way loyalty and commitment.

Attached to this summary are two documents: the full spreadsheet listing all suggested actions and the five-year schemata which proposes target years and estimated costs for each objective. Note: these spreadsheet-formatted documents are available from the committee chair, Holly Reynolds (hreynold@lib.nmsu.edu)

Obviously many of the actions in this plan require monetary support, support that may not be forthcoming. Therefore, while PAGA soundly endorses the implementation of all five goals, the committee also believes strongly that the initial implementation must lie with goal #1. Improving staff morale and working conditions will ultimately result in improved service to users -- all accomplished with a minimal outlay of cash.

Goals 2 and 3 are also crucial to providing increased user services, but both require high levels of funding. Since the Library is already facing a potential budget shortfall, the prospects for achieving these goals will be more long-term, but must remain at the forefront of planning. Goals 4 and 5, more important for the long range Library strategic planning, are of course necessary but not so urgent in implementation.

In reading the full document, it becomes clear that many of the action steps involve clarification of issues, but offer no strict method of resolution. Virtually all the action steps will need to be prioritized after further planning is completed. To believe PAGA has all the answers would be arrogant and self-defeating. The Library staff, working with Administration must seek solutions that best serve all our needs. In addition, plans must be formulated for allocating needed funds for each year, sums that are not currently budgeted. Obviously the funds must come from somewhere.....

Throughout the five-year plan, serials cuts are used to balance the costs to some extent, but these cuts may not be sufficient to meet other needs. Many of the actions are based on full staffing, therefore using salary savings to reach these goals is not recommended.

In conclusion, one of the proposed actions sums up the situation fairly succinctly:

Obtain hard data; make hard choices

Please address comments on this document to Holly Reynolds (hreynold@lib.nmsu.edu), Chair, Performance Audit/Gap Analysis Committee.

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