Library Strategic Planning FY10
Library Strategic Planning Overview: 2009-2010
The UNT Libraries is undertaking comprehensive strategic planning and experimentation activities in the November 2009 to August 2010 time period, informed and guided by the university’s strategic plan and previous library planning. This document (originally prepared by Martin Halbert, UNT Dean of Libraries for discussion at the 11/5/09 library administrative council meeting) outlines the overall aims of this undertaking for discussion in the library administrative council, and potentially for communication with other campus groups. The intended results of these activities include the following items by August 2010:
- Practical experiments with new facilities, services, and collaborative models engaging the library with other UNT groups in ways that advance the strategic aims of the university. The point here is to not be in stasis while planning and try some ideas out in the interim. These experiments should all be structured such that we learn things that will inform the larger planning process.
- Revised vision and mission statements that build on the strengths of UNT and aim to bring further distinction to the university as a research institution
- New library PAC procedures aligned with those of other campus departments
- A new strategic plan for the libraries that is aligned with the campus’ goals, strategies, and measures, and which has short-, mid-, and long-range targets. This plan will likely include the following elements:
- A SWOT analysis (strengths, weaknesses, opportunities, and threats) of the UNT Libraries current situation and environment. This analysis should be undertaken in concert with the experiments described above; such experiments should be informed by the analysis and should in turn result in lessons that inform future versions of the analysis
- An assessment analysis of how we benefit different clientele of the UNT extended community and associated key measures of success. This analysis will examine the success metrics of the university, the various metrics that the library already reports to external groups, and explore what measures the library can focus on that will successfully align our efforts with the campus strategic directions and demonstrate understandable benefits to our clientele.
- A space planning study that identifies promising short-, mid-, and long-range opportunities and options.
- A review of the libraries’ organizational structure to identify possible improvements
- A communication and outreach plan to better connect with the extended UNT community (added 11/12/09 after discussion with Media)
- Strategic outcomes targeted for the short (1 yr), medium (3 yrs), and long (5 yrs+) timeframes. These outcomes should be expressed in terms of measurable benefits for our clientele, benefits expressed in a way that they would recognize them as benefits. These outcomes may take the form of composite measures
Once created, this strategic plan will be a living document that is updated on an annual basis with new information and findings. Strategic outcomes should be expressed in such a way that if they are not accomplished, this will result in specific feedback to establish more achievable outcomes subsequently.
This effort will obviously entail a significant amount of work. Many library staff will serve on planning committees and/or working groups. To the extent possible we should try to utilize existing working group structures, with additions made where needed. The job responsibilities of some existing staff will be reassigned to this effort and some temporary staff will be added to support this planning process. Several consultants with experience in these planning areas will be hired. One or more GLAs will also be hired to support the activity. Other campus groups will be involved in various aspects of this effort. The Provost’s office will advise on PAC procedures overhaul, together with other academic departments as needed. Various clientele (student groups, faculty, administrators, the external public, etc.) should be interviewed and consulted to inform different parts of this plan. As much of this process will be done through electronic documentation means as possible, and an appropriate toolkit for this purpose will need to be identified or developed by technical staff.
- 11/09 – 12/09 Preparation: During this period working groups will be charged and formed to undertake different parts of this plan. Consultants will be hired and will assist in information gathering activities. An electronic support system will be identified for the process.
- 1/10 – 3/10 Analysis: By the end of this period the SWOT analysis, vision, and mission statements will be completed and circulated. Other activities will be underway, including: review of the PAC procedures, some practical experiments, the assessment analysis, the space planning study, the organization review, and discussion of the strategic outcomes.
- 4/10 – 6/10 Drafting: Full drafts of the PAC procedures, the assessment analysis, the space planning study, the organization review, and the strategic outcomes should be completed by the end of this period. These drafts will be circulated among key stakeholders (within the library and externally).
- 7/10 – 9/10 Implementation: Final drafts will be completed and circulated by the end of this period. This concludes the comprehensive first planning cycle; after this, subsequent annual planning cycles will begin to revise and update the plan, but these should not be as extensive as the first cycle.