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STEVENSON LIBRARY
PLANNING OUR FUTURELIS581 . Jeremiah Hall . 3/26/2013
Strategic planning is essential to guarantee a future
library service for clients(Johnson, 1994, p. 7).
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About Stevenson Library
Some facts about Stevenson Library & its service
environment:
Student population
has grown from
around 1,000students to over
2,000 in the past 20
years. Faculty has
grown 25% in thesame period (J. Katz,Personal Interview, March 18,
2013)
Serves a medium sized
liberal arts college.
Average yearlycirculation of 26,000
books locally (Hoyt, 2013)
Estimated total
circulating books incollection: 250,000 (J.Katz, Personal Communication,
January 22, 2013)
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More Facts on Stevenson Library
Member of Connect NY consortium, which consists
of 18 academic institutions in New York State that
share collections, leverage resources, and enhance
services through cooperative initiatives and
coordinated activities (Connect NY, Overview, 2012)
Stevenson Library borrows a yearly average of
4,500 interlibrary loans from the partner libraries (K.
Laing, Personal Communication, March 19, 2013)
Usual turn around time for materials through
Connect NY is 2 to 3 days.
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The Library is currently planning a major overhaul of
its collection including a strategic drawdown toadd additional seating and space within the library.
This is possible because of access to the Connect NY
shared collections and the success rate of theConnect NY service.
This plan was originally referred to as the Print
Archive project, but with involvement of our
Connect NY partners is now called the Shared
Collection Project (SCP)(J. Katz, Personal Communication, March18, 2013).
Current Plans
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It requires:
A detailed SWOT (strengths, weaknesses,opportunities and threats) analysis based on a
collection analysis done by an outside contractor as
well as environmental scanning of our Connect NY
partners and their collections.
Parameters for the Strategic Drawdown:
Items published or purchased before 2000 that have
never circulated will be moved to shared remote
storage with Connect NY partners or removed from
the collection.
(J. Katz, Personal Communication, March 18, 2013).
More on the SCP Plan
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Using Scenario-Based Planning (Connect NY, 2013-03-19,
2013) to address potential futures for the collectionand library space.
Conforms to consortial obligations for Connect NY
and the opportunities offered by partnership.
Necessitates setting goals and objectives for the
planning process at the outset (Johnson, 1994, p. 9).
Looks at continued financing as a major concern.
The SCP plan is a response to a failed attempt to
get funding for an addition to the library (J. Katz,Personal Communication, March 18, 2013).
Planning Process
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Allows for developing a plan based on potential
outcomes some desired and some not desired.
Was the chosen approach by the Connect NY
consortium for member libraries to use in
developing a shared collection (Connect NY, 2013-03-19, 2013).
Incorporates a SWOT analysis to address balancing
the space needs in the library with collection goalsfor local and shared collection access.
Planning can help organizations be more effective in
creating and implementing realistic plans (Dougherty, 2002, p. 39)
Scenario Planning Why Used?
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Allows for the collection analysis by SCS (Sustained
Collection Services) to be an integral part of
developing scenarios based on local and
consortium-wide collections data (J. Katz, Personal
Communication, March 18, 2013). Learn more about what SCSdoes at: http://sustainablecollections.com/
This type of planning community input from
faculty, students and college administration to
participate in building scenarios (J. Katz, PersonalCommunication, March 18, 2013).
Scenario Planning Why Used?
http://sustainablecollections.com/http://sustainablecollections.com/http://sustainablecollections.com/ -
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March 2012: SCS presentations were given about theirservices and expectations for the collection analysis.
October 2012: Planning meetings were scheduled for
setting timeline, determining goals and objectives ofand coordinating with SCS.
November 2012: Surveys about collections and
data extracts were delivered to SCS for analysis.December 2012: Data processed by SCS (including
analyzing titles in WorldCat) and Memo Of
Understanding (MOU)* discussions held.
5 Year Planning Timeline(based on Connect NY, 2013-03-19, 2013)
*Signed agreement between institutions
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January 2013: SCS provided collection analyses.
Stevenson Library staff met to discuss direction of
project locally, including the Collection Development
and Cataloging departments as well as the Director.
February 2013: Group collections summary and
analyses provided by SCS. Listserv discussions for
Connect NY to develop scenarios for overall planning.
March 2013: Completing the local SWOT analysis,setting parameters and determining staff roles. PR
campaign initiated to get local input.
5 Year Planning Timeline Contd
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Next 1 to 2 years: Sign MOU. Implement the
drawdown by processing over 31,000 titles identifiedas meeting the parameters according to the SCS study.
This will be conducted by the Collection Development
and Cataloging staff.End of 2015: Complete the Strategic drawdown.
2016-2018: Reconfigure library space (along with
finding financial support support for renovations). Getfeedback from community and conduct additional
environmental scans of Connect NY Partners and the
service to assess outcomes (J. Katz, Personal Communication,March 18, 2013).
5 Year Planning Timeline Contd
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Community Diversity in Planning
It is important to have wider community involvement
in developing a strategic plan rather than limiting it toa small subset of the community. This allows more
support and aids implementation in nonprofit
environments (Sharp & Brock, 2012, p. 574).
Initially this plan was based on community input
from interviews, meetings and informal
communications between local and consortialcommunity members.
The president of the College was also integral to
getting this plan started! (J. Katz, Personal Communication, March18, 2013).
Community Involvement
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Community Diversity in Planning
The consortium has regular meetings, a listserv and
other forms of intercommunication betweenmembers.
Locally to Bard a campus-wide conversation is being
opened up through email, personal conversationsand public meetings. This is critical now that the
analyses are complete and parameters for the
drawdown of the collection are being determined.
Diversity for this plan includes students, staff,
faculty, local community members and consortial
partners (J. Katz, Personal Communication, March 18, 2013).
Communicating with the Community
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Community Involvement
Invite faculty to participate in offering their
expertise in determining whats important to retain.
Involve students in reviewing materials. Set a staff
liaison for student involvement as part of the PR
campaign. Interview and survey them continually.
Spreading the process over a couple years will
provide time to solicit feedback as we go.
Use the knowledge of library staff locally to taptheir expertise and build a communal knowledge
base to make the planning more effective (Dougherty,
2002, p. 41) Put this online!
Getting Diverse Responses
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Assessment of the Plan
The plan and its progress will be assessed in:
Regularly scheduled consortial meetings.
Local meetings with faculty, staff and students.
Surveys and interviews of community members.
Questions might address: How the plan has affected
their use of the library and its materials? Do they feel
it takes longer to get items? Do they use the Connect
NY service more? If they participated in the planning,
do they feel it was successful?(J. Katz, Personal Communication,
March 18, 2013). See Appendix A Sample Survey.
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More Assessment The MOU, which each library signs,
has built-in standards for addressingparticipation in building the shared
collection to limit loss of access to
items of importance. Decisions are
still made locally.
Circulation statistics and ILL requests
Planning involves
structural, humanresources, political
and culture
changes - the 4
lenses of Bolman &
Deal(Sharp &Brock, 2012, p.
580).
will continue to be tracked for additional evidence
(J. Katz, Personal Communication, March 18, 2013).
Survey and interview responses will analyzed and
entered into a spreadsheet for reference in
assessing and modifying scenarios in the plan.
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Assessment Contd The Connect NY consortium will continue to collect
statistics and track member libraries participation inboth the Connect NY service and SCP (J. Katz, PersonalCommunication, March 18, 2013).
Community participants in the planning will be
encouraged to review their contributions and
complete surveys. They will also be invited to
meetings at the library to share feedback. This
information will be recorded and used as furtherinput as the plan progresses.
Blogs, email, listservs, etc. will also be used to solicit
further feedback from the whole community.
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Appendix A Sample Survey
Stevenson Library Collection and Interlibrary Loan Survey
1) Do you use the Connect NY service? _Yes _NoIf yes, do you feel you use it more than in the past? _Yes _No
2) Do you checkout local books? _Yes _No
If yes, do you often find yourself unable to get a local copy of what you need? _Yes _No
3) Do you feel the library has less items available now? _Yes _No
4) Has your ability to do your research and/or school work been affected? _Yes _No
If yes, in what way: _________________________________________________
5) What do you value most about the library? (Select your top choice)
_Space/Seating _Collections _Electronic Resources/Computer Access
_Reference Help _Other6) If you participated in helping the library plan the changes to its collection, do you feel it
was successful? _Yes _No Why?____________________________________
7) Additional comments about the Connect NY service and our collections:
__________________________________________________________________
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Connect NY. (2012). Overview. Retrieved from
http://connectny.org/index.php?q=node/19
Connect NY. (2013). 2013-03-19-CNY Vassar meeting [PowerPoint slides].Connect
NY Meeting, Vassar College, Poughkeepsie, NY.
Dougherty, R. (2002). Planning for new library futures. Library Journal, ??, 38-41.
Johnson, H. (1994). Strategic planning for modern library. Library Management,15(1), 7-18.
Hoyt, Carl (2013). Stevenson library circulation statistics report 2010 2013.
Annandale-on-Hudson, NY: Author.
Sharp, Z. & Brock, B. M. (2012). Implementation through risk mitigation: Strategicprocesses in the nonprofit organization.Administration & Society, 44(5), 571-594.
Retrieved from
Images
Slide 1: http://www.bard.edu/academics/libraries/
References
http://connectny.org/index.php?q=node/19http://www.bard.edu/academics/libraries/http://www.bard.edu/academics/libraries/http://www.bard.edu/academics/libraries/http://connectny.org/index.php?q=node/19http://connectny.org/index.php?q=node/19