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University of Wisconsin-Milwaukee

UWM Libraries

Strategic Plan

2002-2007

 
 
 
 
 
 
UWM Libraries Strategic Planning
Committee Members

Christopher Baruth, American Geographical Society Collection, Co-Chair
James Baxter, Circulation
Professor Lauren Glass, Foundations of Nursing
Irene Herron-Steeger, Acquisitions
Germaine Linkins, Serials
Vanaja Menon, Public Services Division, Co-Chair
Lynnette Ponton, Automation
Julio Rodriguez-Luis, Spanish and Portuguese
James Tobin, Collection Management
Max Yela, Special Collections



Introduction to the UWM Libraries' Strategic Plan, 2002-2007


In 1996, the UWM Libraries built their first strategic plan, with broad input from the administration and staff of the libraries and the university's faculty. In the course of the plan's life cycle, implementation was effected through the annual goals of the libraries' administrators and other key personnel. To monitor and ensure progress, the Library Administrative Group conducted an annual review of the plan.

With the plan set to expire in June 2001, I appointed a committee of the libraries' staff and university faculty early in 2001, to:

--Review UWM's and UW System's current goals and strategic plans for their implications concerning library service. Examine the strategic plans of other academic research libraries, as appropriate.

--By 30 June 2001, provide the Director of Libraries with a blueprint for planned annual growth and development of the UWM Libraries, 2001-2006, to match the present and projected growth of UWM as it becomes a premier urban research university of 30,000 students or more.

--Address growth in collections, services, personnel, facilities, and funding in this plan.

It was soon agreed that the successful format of the original document would be retained: there would continue to be the same four basic long-term goals with their associated Objectives and Action Items, all supported by the enumeration of pertinent assumptions, and strengths, weaknesses, opportunities and threats (SWOT). However, it was felt that the addition of a vision statement would better illuminate the ultimate purpose for the document.

The existing plan was the starting-point; its elements were discussed and analyzed, some were retained, but most were either revised or dropped entirely. The committee then added many new elements to each section of the document, reflecting the anticipated requirements of the UWM Libraries and the latest thinking in the library profession, on the campus, and in the world of higher education.

Of prime importance in the committee's deliberations was Chancellor Nancy Zimpher's suite of new campus-community initiatives, collectively known as the "Milwaukee Idea." The libraries' central role in supporting campus instruction and research makes it imperative that their development proceeds in tandem with the rapid growth and development of the campus as a whole. Another major consideration was the UWM Libraries' position relative to libraries at what would be considered UWM's peer campuses. Therefore, provisions have been included to substantially increase collections over the next five years.

In the course of the development of this plan, the entire staff was given opportunities to provide input through the committee members who solicited input from their departments, and through three open meetings. I want to thank those who provided their comments and insights in the course of the plan's development.

Finally, I would like to thank the committee members, including Professors Lauren Glass (Foundations of Nursing) and Julio Rodriguez-Luis (Spanish and Portuguese) for their diligent participation in our planning process; the committee co-chairs, Vanaja Menon and Christopher Baruth, for their effective leadership of the planning process; and the library staff members of the committee: James Baxter, Irene Herron-Steeger, Germaine Linkins, Lynnette Ponton, James Tobin and Max Yela.


Peter Watson-Boone
Director of Libraries




Mission Statement


The mission of the UWM Libraries, in support of the mission of the University of Wisconsin-Milwaukee as a research university, is to provide:
  • organized and accessible collections of high quality research and instructional materials,
  • access to networked information and digital resources,
  • services to educate and benefit the university and surrounding urban communities,
  • the physical and human resources required to satisfy the information needs of its users.

By contributing to the development of users' information gathering and critical thinking skills, the UWM Libraries strive to prepare those users for life-long learning.


Vision Statement


The UWM Libraries are a critical component of the academic life of this university. As such, it is vital that they grow and develop in step with UWM as it pursues its goal to become a premier urban research university. Accordingly, our vision is of a library system that, by 2007:
  • Anticipates the research and instructional resource needs of UWM
  • Utilizes emerging technologies so as to be a provider of information well beyond its physical walls
  • Promotes academic information management skills through services and instruction to the UWM community
  • Provides an inviting gathering place for culturally and intellectually diverse individuals
  • Encourages reflection, intellectual exploration and discovery
  • Is a stronger and more visible partner with academic programs on campus
  • Possesses a resource base commensurate with UWM's peer research institutions
  • Facilitates scholarly communication
  • Actively preserves information in all formats for future generations
  • Maintains the pre-eminence of its nationally and regionally recognized specialized collections
  • Embraces the community at large in the spirit of the University's Milwaukee Idea



Long-term Goals


Fulfilling this mission requires the pursuit of the following goals:
  1. Information resources: The Libraries will maintain, enlarge and make accessible their informational and research resources in all appropriate formats. The Libraries will maintain the role of campus leader in providing access and guidance to, and instruction in, the increasingly complex world of networked and electronic information resources.

  2. Human resources: The Libraries will recruit and develop a highly qualified, skilled and diverse staff to provide the best possible service to users, and leadership in attaining campus-wide goals and priorities.

  3. User-centered service: The Libraries will support the teaching, research and service mission of the University by ensuring quality services to the university community, and to the community at large to the extent possible.

  4. Environment: The Libraries will provide the technical facilities and physical environment that promote the best use of information resources, research tools, and other services. The Libraries will offer inviting and comfortable space that is conducive to study and research.

Annual goals are submitted as part of the budget planning process.

Approved by the University Library Committee, December 2001.
Approved by the Provost/Vice Chancellor, May 2002.



Goal I.Information resources: The Libraries will maintain, enlarge and make accessible their informational and research resources in all appropriate formats. The Libraries will maintain the role of campus leader in providing access and guidance to, and instruction in, the increasingly complex world of networked and electronic information resources.
Assumptions

  • The Milwaukee Idea, with its ambitious goals and plans to make UWM a vibrant urban center, will impact the demand for information resources in an equally vibrant library system.
  • The cost of library resources will continue to grow at a rate greater than the UWM Libraries' budgets will grow.
  • Given the above, the Libraries will own a decreasing proportion of published information and research resources.
  • An ongoing review of the Libraries' serials purchases will be necessary.
  • Access to, versus ownership of, materials will regularly need to be evaluated.
  • Library users will continue to access information resources in a variety of formats.
  • The Libraries, already a major supplier of electronic information, will be committed to a greater "Virtual Collection" of shared information resources irrespective of format or location.
  • The changing nature of scholarly research, communication, and publishing will affect users' expectations of information access and delivery systems.
  • User demand for immediate access, especially off-campus access, to information resources will increase.
  • New degree programs at all levels, increasing availability of distance learning, and greater student enrollments will impact how the Libraries provide services and how they best uses their resources.
  • The UW System resource sharing initiative "Universal Borrowing" will broaden access by UW users and will have a tremendous impact on services, collection development and management.
  • The Libraries will continue participating in cooperative programs with other institutions to supplement collections and increase access to information.
  • The Libraries will continue to be active participants in the Federal Depository Library Program (FDLP). While legislative actions on the federal level may alter the structure of FDLP, the Libraries will remain committed to providing the best possible access to government information for their users.


Strengths

  • The Libraries comprise the second largest academic library system in the state, and the largest academic library system in southeastern Wisconsin.
  • The Libraries' collections are frequently recognized as strong by accreditation agencies and in collection reviews.
  • The Libraries have a well-developed collection of online research databases and full-text journals that complement their traditional information resources.
  • The entire general collections are accessible through the on-line catalog.
  • All UW System libraries are now linked by the same online catalog through the powerful and flexible Voyager Library Information Management System.
  • The Libraries benefit from well-established consortia agreements in the Milwaukee area and across the state.
  • The Libraries have a staff well versed in the use and instruction of information resources in all formats, to meet UWM's teaching and research needs.
  • The American Geographical Society Collection is an outstanding, internationally recognized resource.
  • The use of Geographic Information Systems enables the Libraries to play a central role in the collection and dissemination of digital spatial data.
  • The Libraries maintain regionally recognized specialized collections.
  • The UWM Archives is an Area Research Center (ARC) of the Wisconsin Historical Society, offering users an integral connection to this unique state archives system.
  • The Libraries meet the requirements established for Federal Depository Libraries, thus facilitating access to electronic government resources for users.

Weaknesses

  • The Libraries' materials budget has not increased proportionally to inflation.
  • The Libraries need to develop a coordinated plan for dealing with the increase in electronic resources.
  • The Libraries do not have a staff of subject bibliographers.
  • The Libraries do not have the ability or means to seek out large federal or philanthropic grants.
  • As UWM's academic and research programs change, the Libraries are not always included in the planning process.

Opportunities

  • As the Milwaukee Idea fosters a powerful interaction between UWM and the community, the Libraries will be in a strong position to partner with I&MT and other campus units to seek outside grants to enhance their program of information literacy.
  • As UWM offers new academic and research programs, and moves toward becoming a "premier urban research university," the Libraries may receive additional funding to meet increased information needs.
  • An increased number of cooperative projects and increased cooperative purchasing at the university or state level may make more information resources available at a lower cost.
  • Distance learning will result in the Libraries reaching a wider user base. The UWM Capital Campaign, and other fundraising and grant opportunities, can result in increased funding for the Libraries.
  • Since the Libraries already have firmly established relationships with UWM academic programs and strong connections to many areas of the general Milwaukee community, they can serve as a natural locus for UWM's efforts in the Milwaukee Idea.
  • Electronic publication of selected material from their own resources could earn the Libraries recognition and revenue.
  • Digitization of selected portions of the collection will expand access to the Libraries' collections and will offer broader access to special, rare and fragile materials. This will also become a common method of preservation of these materials.
  • The Libraries can help establish new relationships for UWM as it searches for additional resources to facilitate interdisciplinary and multicultural scholarship.
  • The Voyager Library Information Management System allows the Libraries to obtain more statistics and information on the use of its collections.
  • "Universal Borrowing" will help supplement the Libraries' collections through a shared system and will make the sharing of resources through the UW System libraries faster and easier for the user.
  • The Libraries' Special Collections Department, as one of the few active special collections programs in the region, can support institutions and programs throughout the region.

Threats

  • If the recent pattern of state support continues, the Libraries will not be able to satisfy all faculty acquisition requests, and will be forced to rely on other libraries to supply those materials when they, too, are reducing resources.
  • The Libraries' persistently inadequate funding will continue to be compounded by the rapidly rising costs of materials.
  • User expectations may outpace the Libraries' ability to provide all types of information electronically.
  • The Libraries may need to use their funds to duplicate interdisciplinary resources that are also held in specific UWM departments, but unavailable outside those departments.
  • Support of distance-learning students may stretch already limited resources.
  • Responding to technological changes that threaten campus-wide compatibility for electronic resource sharing requires the Libraries to reallocate their time, energy and resources.
  • The Uniform Computer Information Transactions Act (UCITA) poses a serious threat to any future plans by the Libraries for digitization of materials and digital publications in general.

Objectives

Objective I.1Develop strategies that enable the Libraries to react effectively both to campus research and programmatic growth, and to unpredictable economic conditions.

Action I.1.1Create a working group within the first year to advise on strategies to achieve the collection levels necessary to support new campus programs and research efforts, and then to sustain them, without disrupting ongoing collecting commitments.

Action I.1.2Seek additional funding to enable the Libraries to match the collection-levels of their peer institutions.

Action I.1.3Make a concerted effort to have the Libraries more involved in the approval process for major curricular changes on campus.

Action I.1.4Seek to obtain a "new UWM initiatives fund" to support academic or research program expansions.

Action I.1.5Continue to inform the campus community about the Libraries' ongoing need for augmented resources through existing or new avenues, such as the University Library Committee, news reports, department liaisons, etc.

Action I.1.6Provide statewide leadership to the profession in efforts to increase the Libraries' budgets to keep abreast of rapidly rising costs and new program initiatives.

Objective I.2:Enhance the Libraries' process of collection development and assessment.

Action I.2.1Continue review of the Libraries' collection development policy, with respect to both the general and special collections, in terms of changing UWM priorities and faculty teaching and research.

Action I.2.2Within five years, establish a team of subject specialists with six additional positions to work closely with the collection manager and appoint library liaisons to work with the academic departments.

Action I.2.3As the Libraries establish additional subject specialist positions, specialists will perform collection assessments in their areas, with particular attention to the need for materials of an interdisciplinary nature.

Action I.2.4Create an in-depth assessment plan for the entire collection in the broader context of a shared UW System collection.

Action 1.2.5Develop a plan for obtaining and analyzing collection use statistics to assist in collection management.

Action I.2.6Keep the purchase of different types of materials in fiscal balance, in order to best provide the UWM community with the full spectrum of information relevant to its needs.

Objective I.3:Expand and seek out resource sharing opportunities to allow additional information access without depleting the materials budget.

Action I.3.1Continue cooperative contacts, policies and procedures whereby access to information is provided broadly and economically.

Action I.3.2Implement Universal Borrowing (UB) within the UW System libraries, and develop a plan to assess the impact UB will have on the Libraries' collections.

Action I.3.3Promote, instruct and provide guidance to users in effective use of UB.

Objective I.4:Develop a comprehensive strategy for evaluating, acquiring, organizing and accessing electronic resources.

Action I.4.1Expand the Collection Development Policy Manual to address issues related to electronic resources.

Action I.4.2Continually monitor whether the proportion of the budget allocated to electronic resources remains appropriate.

Action I.4.3Identify and assess issues related to cataloging and ongoing maintenance of public access records for electronic resources.

Action I.4.4In order to provide widespread access to licensed electronic resources, upgrade and replace products with careful attention to the technology changes taking place in other campus units.

Action I.4.5Continue to provide active leadership in selecting shared electronic resources for the UW System.

Action I.4.6Develop a policy concerning the retention of paper resources when archived electronic resources are available.

Objective I.5:The Libraries will expand their role in creating digital information resources and the digital archiving of appropriate university publications.

Action I.5.1Make the Libraries' collections more accessible to students, faculty, scholars and the community by establishing a Digitizing Unit.

Action I.5.2The Digitizing Unit will expand its role of creating publications by undertaking additional digitizing projects that are of importance at local and national levels.

Action I.5.3Through its creation of and access to electronic publications, the Libraries will establish themselves as UWM's primary portal to scholarly communications.

Action I.5.4Develop a plan for providing digital archiving services to the campus community as a way of preserving UWM's intellectual output.

Objective I.6:Expand the Libraries' preservation program.

Action I.6.1Within three years, hire a professional librarian to coordinate preservation activities in the Libraries.

Action I.6.2Using preservation assessments, prioritize the collections for repair, rebinding, replacement or digitization.

Action I.6.3Develop a plan for the long-term preservation of non-print materials.

Action I.6.4Develop new ways to educate users and staff in the preservation requirements of handling and caring for materials in all formats.

Action I.6.5Establish guidelines for managers of specialized collections to work closely with the Digitizing Unit to identify and preserve those materials in danger of disintegration.

Action I.6.6Seek external funds to support preservation projects.

Objective I.7:Make materials available to users as expeditiously as possible.

Action I.7.1Upgrade and enhance automated systems for the Libraries' operations.

Action I.7.2Continue the seven-year AGSC recataloging project.

Action I.7.3Plan for rapid delivery of electronic articles.

Action I.7.4Reduce or eliminate processing backlogs, especially with gift materials.

Action I.7.5Employ an additional librarian in AGSC to oversee, catalog and index its iconographic collection.

Goal II.Human resources: The Libraries will recruit and develop a highly qualified, skilled and diverse staff to provide the best possible service to users, and leadership in attaining campus-wide goals and priorities.

Assumptions

  • Uncertainties in state and UWM funding will affect recruitment and retention of qualified staff.
  • UWM's ambitious plan to increase enrollment and expand the curriculum will require more staff to meet the increased demands for the Libraries' services.
  • As rapidly changing technology redefines higher education, there will be an increased demand on the Libraries' staff for highly sophisticated provision of information.
  • Staff will require continuous training and development of technical and professional skills.
  • The Libraries will need to make greater efforts to build an increasingly diverse staff.
  • As new and innovative services are offered in the Libraries, such as the 24 x 7 interactive reference services, it will be necessary to create a very flexible work schedule for affected staff.
  • Nationwide, the supply of Library and Information Science graduates will at best stay flat.
  • The role of skilled and competent paraprofessional staff will continue to develop and broaden.
  • The Libraries will continue to rely on student employees for many routine as well as increasingly complex responsibilities.
  • New Library and Information Science graduates will be more proficient with library technology than their established colleagues.


Strengths

  • The Libraries have an excellent, dedicated, and knowledgeable staff.
  • Email, newsletters, and interdepartmental meetings have greatly enhanced internal communication and cooperation.
  • A flexible work schedule is in place that is consistent with the Libraries' present operational and service requirements; this increases staff morale, productivity and attendance.
  • The Libraries have a well-developed Staff Association. The Staff Association facilitates communication and promotes camaraderie and cooperation through social functions and information sharing.
  • Relative to the Libraries' budget, staff development is well funded for both professional and support staff members.
  • A variety of avenues exists to communicate staff concerns to the Director, including the Library Advisory Council, the Library Administrative Group, and semi-annual staff meetings.
  • The Moebius awards recognize the outstanding work of staff and students.
  • Efforts to fulfill campus goals of a more diverse workforce are succeeding, though progress is slow.
  • The Advisory Committee on Diversity was established to create a welcoming environment to all and to better implement the Libraries' commitment to diversity.
  • SOIS students, fieldworkers, and interns provide valuable support to the Libraries.
  • The SOIS fieldworker and internship programs allow the Libraries to assess students as future potential employees.
  • The Libraries continue to use limited and fixed-term employees to address vacancies and special projects for short-term periods. Availability of qualified candidates exists in the greater metropolitan area.
  • The ADA and Ergonomics Committee has been established to assure a healthy, safe, and comfortable work environment.


Weaknesses

  • State and campus hiring procedures frequently put restrictions on agencies in competing for qualified candidates.
  • The state does not provide funding for salary equity for academic staff, resulting in the problem of salary compression.
  • Any shortages of personnel cause severe problems in planning and delivering Libraries' programs and services. Due to chronic funding issues, historically the Libraries are understaffed compared to institutions of comparable size.
  • The Libraries must rely on student workers and on limited-term and project appointees, thus requiring extensive staff investments in training for uncertain, short-term periods of employment.
  • The Libraries' student employee pay structure is not competitive with many other campus units.
  • The state system does not adequately reward exceptional staff performance.
  • The limitations of the state benefits package are a deterrent to attracting a candidate pool outside the UW System.


Opportunities

  • The Libraries' constantly changing work environment offers opportunity for innovation, staff retraining and growth.
  • The Libraries have access to a large array of continuing educational courses and professional programs to improve the quality of the work force.
  • Outsourcing allows the Libraries to maximize their limited human resources.
  • The presence of SOIS offers a source of well-educated graduates for entry-level positions in the Libraries, and at the same time provides an opportunity for library staff to act as mentors to SOIS graduate interns, thereby actively contributing to the future of the profession.


Threats

  • The Libraries could lose positions due to budget cuts.
  • A variety of ergonomic problems in the Libraries results in occasional productivity losses.
  • There will be increased pressure on staff to deal with rapidly changing technology.
  • UWM's ambitious plan to position itself as a strong leader among urban universities, and increase its enrollment, will make a tremendous impact on library services and collections and will considerably increase the workload of the existing staff.


Objectives

Objective II.1:Recruit and retain a highly qualified and diverse staff.

Action II.1.1Fill all vacant positions expeditiously, and seek additional permanent positions to meet the needs of new and changing initiatives as expressed in this plan.

Action II.1.2Establish a librarian-in-residence program to attract new graduates who would effectively contribute to the diversity of the University and the Libraries.

Action II.1.3Increase staff training options and opportunities, including increased opportunities for inter- and intra-departmental cross training, interpersonal skills and teamwork.

Action II.1.4Enhance the staff development program, which will include opportunities for increasing diversity awareness.

Action II.1.5Address the chronic salary compression problem faced by mid-career and senior academic staff members.

Action II.1.6Increase the number of SOIS students who work in the Libraries and seek additional funding sources for these positions.

Action II.1.7Address the need for student wages that are competitive with other campus units.

Action II.1.8Create Libraries' Web page links that identify job opportunities for staff and students.

Action II.1.9Within two years, address and remedy staff ergonomics issues by providing comfortable workstations for all staff.

Objective II.2:Enhance internal communications.

Action II.2.1Convene department head meetings on issues of organization-wide concern.

Action II.2.2Continue to offer unit open houses on a regular basis.

Goal III.User-centered service: The Libraries will support the teaching, research and service mission of the University by ensuring quality services to the university community, and to the community at large to the extent possible.

Assumptions

  • UWM will continue to provide an increasingly broad array of academic programs and support faculty research, in keeping with its classification as a "Doctoral/Research institution: Extensive."
  • The Libraries will continue to support the University in its urban initiatives that contribute to the intellectual, cultural, educational and economic well-being of the Milwaukee Metropolitan area.
  • Enrollment will increase to 30,000 in the next five years.
  • The diversity of users will increase and include greater proportions of students from a variety of backgrounds, ethnicities, disabilities, as well as age, racial and economic groups.
  • The number of students enrolled only in evening and weekend courses will go up, increasing demands for Library services at those times.
  • The explosion of information and the speed with which it is transmitted globally will increase the expectations of Library users.
  • A shift to fee-based printing will defray printing costs and reduce excessive printing.
  • Distance learning will play a major role in realizing UWM's commitment to aggressive growth and will have a considerable impact on the Libraries' services.
  • The expanding number of courses being offered, magnified by multiple delivery methods and off-campus facilities, will require a re-examination of the way in which the Libraries' services are offered. Access to staff and resources will need to be shifted outside of the traditional time and space boundaries, to meet the increased user expectations and respond to changing needs.
  • As the concept of information literacy is attaining greater educational importance and national attention, the Libraries will be a strong player on campus through their efforts to sharpen information-gathering and critical thinking skills of UWM graduates and enable them to be life-long learners.
  • The Libraries will experience increasing competition from commercial information providers.


Strengths

  • The Libraries are the University's primary resource for acquiring, organizing and providing scholarly information in many formats.
  • The Libraries provide a broad array of electronic resources that may be accessed at all times and from off-campus locations.
  • The Libraries have a strong tradition of providing excellent services to both university and community users.
  • The Libraries successfully provide access for users with special needs, and provide personalized services as needed.
  • The Libraries provide many opportunities for SOIS students to gain valuable experience that will help advance their professional careers.
  • In the annual survey of graduating seniors, Library services at UWM are consistently rated as "excellent."
  • The Libraries have an outstanding staff with the professional expertise and technological ability to aid users from diverse populations and geographic regions.
  • The Libraries' addition of a Multicultural Studies Librarian increases the quality of its services to users of diverse backgrounds and to those doing research in multicultural studies.


Weaknesses

  • The Libraries' staff has not grown in proportion to University growth. If not addressed, this disparity will only increase with the projected campus growth.
  • Responding to changing user needs during non-traditional hours makes it more difficult to provide quality services during traditional hours.
  • Lack of a campus information literacy requirement limits instruction in the use of Libraries' resources.
  • Free printing has made it financially more difficult for the Libraries to provide other services.
  • The lack of subject selectors and Librarian liaisons to academic departments impedes the Libraries' ability to match the collections to users' needs, and to publicize new acquisitions.


Opportunities

  • As more and more University units consider the development of campus-wide information literacy standards, the Libraries are uniquely positioned to take a leadership role in creating these standards.
  • Emerging technologies can be exploited to improve services to Libraries' users.
  • Campus goals to expand K-12 and pre-college programs afford the Libraries opportunities to expand their existing outreach initiatives.
  • Increased University and Milwaukee community interaction provides opportunities for additional information services.
  • The position of Multicultural Studies Librarian allows for active participation to meet the goals of the Milwaukee Commitment and UW System Plan 2008.
  • A Library Development Director will increase the organization's opportunities to expand funding and support for various additional initiatives.

Threats

  • User expectations of electronic accessibility of information will continue to outpace the Libraries' ability to provide such information.
  • Research/information support to off-campus users will incur additional costs and will further stretch resources.
  • Security resources are not up to standard levels to protect people and property, especially at evenings and weekends.
  • Meeting new ADA requirements regarding services to students and staff with special needs could require significant additional resources.
  • Increased reliance on electronic access brings with it an increased threat to users' privacy.
  • Lack of sufficient space will seriously limit the Libraries' ability to provide services to users.
  • The state's failure to recognize the role that UW system libraries play in the economic development of this state threatens the UWM Libraries' ability to provide adequate services to their users.
  • Copyright issues, including the erosion of the "fair use" principle, may impede the Libraries' ability to create and provide access to digitized materials.

Objectives

Objective III.1:Continually review and improve communication with the campus community.
Action III.1.1:Devise effective ways to communicate information about new resources to specific user groups.

Action III.1.2:Seek funding to hire subject selectors who can keep abreast of changes in departments and disciplines, be proactive in responding to those changes, and provide better services to users.

Action III.1.3:Within the first year, establish a program that identifies librarians as liaisons to academic departments.

Action III.1.4:As new services are planned and implemented, incorporate methods of evaluation to receive user feedback.

Action III.1.5Use the results of such feedback to modify policies, procedures and services. Notify the campus community of such changes.

Objective III.2:Enhance the UWM Libraries' visibility on campus and in the community.

Action III.2.1Provide ongoing customer service training to all public services staff, including student employees.

Action III.2.2Coordinate the development and publicity of all Libraries' exhibits, programs and publications. Evaluate their use and value.

Action III.2.3Maintain a close working relationship with the Friends of the Library.

Action III.2.4Update and expand the Libraries' website on a regular basis.

Action III.2.5Collaborate with other campus departments and services, to coordinate activities of common interest.

Action III.2.6Within two years, improve signage in the Libraries.

Objective III.3:Investigate expanding the services available to users.

Action III.3.1Continue to expand electronic information resources available to users. In the first year, implement a system of pay-for-printing from the Libraries' workstations.

Action III.3.2Work toward developing a campus-wide information literacy program in accordance with the Association of College and Research Libraries (ACRL) Information Literacy Standards.

Action III.3.3Within three years, seek funding for two additional instruction librarians.

Action III.3.4Create online tutorials for distance learning and other off-campus courses and find ways to provide more instructional support to students enrolled in these courses.

Action III.3.5Within two years, obtain funding to hire a distance-learning librarian.

Action III.3.6Within one year, investigate and provide new interactive reference services to users possibly through collaboration with other libraries.

Action III.3.7Evaluate and implement, where appropriate, emerging technologies which could supplement and enhance the Libraries' services.

Action III.3.8Regularly review all Library services for continued effectiveness.

Goal IV.Environment: The Libraries will provide the technical facilities and physical environment that promote the best use of information resources, research tools, and other services. The Libraries will offer inviting and comfortable space that is conducive to study and research.

Assumptions

  • Campus enrollment is expected to reach 30,000 in 5 years.
  • Additional physical space will be required as traditional collections continue to grow.
  • Additional physical space will be required as the Libraries' staff continues to increase.
  • The proposed building expansion will not be completed within the next five years.
  • The increasing reliance on electronic resources will require a corresponding increase in storage and distribution equipment.
  • The short life cycle of technology will necessitate frequent and regular equipment and software upgrades and replacements.
  • Library security for both materials and people will continue to be a serious concern.
  • The campus will continue to provide the infrastructure needed for Library technology.
  • Development of newer technologies will outpace the Libraries' ability to meet user expectations.
  • Enhanced service to users with disabilities will continue to be mandated.


Strengths

  • The Libraries are open 106 hours per week and some of their resources are available via remote access 24 x 7.
  • The Libraries are an attractive and expandable physical facility.
  • The Libraries make good use of their space within the configuration of their physical plant.
  • The Libraries are well positioned for expansion and flexibility in their information technology infrastructure.
  • The Libraries' high degree of automation provides efficient support for existing programs and facilitates new services.
  • The Libraries have an updated disaster preparedness plan.
  • The Libraries' Conference Center provides an attractive and regularly used space for a variety of campus events.
  • The Libraries' central location on campus makes the building a natural locus for campus activities.
  • The Libraries are located within an attractive, economically stable area of Milwaukee's east side.


Weaknesses

  • The physical plant of the Libraries does not meet all current ADA requirements.
  • The University lacks sufficient parking and a closer means of user access to the Libraries, which would be important particularly to users with disabilities.
  • Inconsistent or inadequate heating, ventilating and air conditioning systems not only damage the collection but also reduce staff and user comfort.
  • The divided first floor of the Libraries is confusing to patrons, impedes access to collections, and makes it difficult to move between the two wings, especially during the winter months.
  • Major user services on the first floor, west wing need redesigned and expanded space to meet user needs.
  • The Libraries must share their existing space with other campus units. As the Libraries' fixed space has been reallocated, the Libraries have lost seating capacity for users.
  • Most faculty carrels are not wired to the campus ethernet backbone.
  • The Libraries do not have a physical presence of security personnel on all floors at all times.
  • Existing Libraries' classroom facilities are insufficient to meet the increasing demand for orientation and instruction.


Opportunities

  • Since the Libraries' expansion project is high on the campus planning list of building projects, it has a better likelihood of funding approval in 2003-2005.
  • If Stage IV is approved, the Libraries can anticipate new and remodeled space for services, collections and technical facilities.
  • The Libraries' expansion project provides the opportunity to analyze and reassess the space usage of the existing building.
  • The funding approval would allow us to transform the current Libraries' space to a welcoming, active, intellectual and cultural gathering place for the campus community.


Threats

  • If additional space is not provided, the Libraries will need to weed collections, convert to electronic access at increased cost, use costly remote storage for some of its materials, or decrease study space.
  • Space needs of other campus units can result in further reduction of Libraries' space.


Objectives

Objective IV.1:Plan Libraries' space to accommodate anticipated needs.

Action IV.1.1Within one year, update the planning concept of Stage IV recognizing changing space and user needs due to emerging and developing technologies and resources.

Action IV.1.2With campus administration, seek funding for the planning phase of Stage IV.

Action IV.1.3Following funding approval, begin the implementation phase of Stage IV.

Action IV.1.4Develop a plan for accommodating the Libraries' growing collections and staff, including converting public space into storage space and offices.

Action IV.1.5Establish well-equipped labs to digitize, restore and preserve the Libraries' materials.

Action IV.1.6Create a comfortable gathering place for users to attract more faculty and students to the Libraries.

Action IV.1.7Plan for a more welcoming and pleasant entrance to the GML in Stage IV.

Action IV.1.8Create an additional hands-on instruction room within two years.

Action IV.1.9Evaluate existing space in the first floor west wing, and plan to redesign and expand space for effective user services.

Objective IV.2:Continue incremental improvements to ensure efficient, effective and secure use of the Libraries.

Action IV.2.1Evaluate and make recommendations regarding the improvement and stabilization of heating, ventilation, air conditioning, and the general environment, in order to preserve materials and maintain an environment conducive to study and research.

Action IV.2.2Within one year, evaluate, recommend, and implement changes for continuing improvement in security for people and property.

Action IV.2.3Update the Emergency Planning Manual and hold annual emergency drills.

Action IV.2.4Seek outside funding to get all faculty carrels wired to the campus backbone.

Action IV.2.5Renew efforts to address vehicular access to the Libraries, especially for people with disabilities.

Action IV.2.6Address ADA compliance issues in the Libraries to ensure accessibility to all parts of the building for all users.

Survey