Purdue University Libraries
Strategic Plan 2002-2006
THE LEARNING LIBRARY
Higher education today is marked by a growing emphasis on the learner and the learning experience. As knowledge in all disciplines changes rapidly, one of the primary tasks of the undergraduate student is the mastery of information strategies and skills that are transferable across subject areas and serviceable for a lifetime. All members of the university community, in fact, require learning experiences designed to support the broadening, upward spiral of the continuous learning process. These must include a variety of opportunities to learn and discover, whether the individual visits the library physically or virtually.
+ The University community values information literacy.
Metrics- Number of credit courses that include an information literacy component
+ Prior to graduation, students demonstrate a mastery of both information literacy and lifelong learning skills via assessment methods developed jointly by Libraries faculty and the faculty in other disciplines.
Metrics
- Development of information literacy skills assessment tools
+ Learning of information strategies and skills occurs wherever and whenever needed.
Metrics- Use of online tutorials, research guides, and point-of-use assistance
+ Purdue students, faculty, and staff in all disciplines learn to use changing information technologies.
Metrics
- Number
of disciplines for which instruction is offered
- Number of participants in instructional offerings
+ The Libraries support lifelong, self-directed, and distance learning by identifying needs, creating and providing opportunities for effective learning experiences, and promoting the value of such learning.
Metrics
- Development and promotion of programs and tutorials
SCHOLARLY COMMUNICATION
The familiar terrain of scholarly publishing is undergoing a transformation. Multiple forms of publication are now possible, and it is not clear what the balance will be in the future between owning a physical copy of a document and accessing the document via digital means. In some disciplines, for example, the sciences, the balance has already tipped as electronic versions of journals complement, compete with, and even replace those in printed format. Scholars are modifying the way they communicate, and a new integration of text and technology increasingly characterizes the creation, transfer, and utilization of knowledge. As information and communication technologies permit experimentation with new forms of scholarly publishing, intellectual property issues, including copyright, become the focus of national debate.
+ The Libraries management of both ownership of and access to information is informed by an awareness of the changing needs of the Purdue community and by an understanding of the context of these information needs.
Metrics
- Expenditures in emerging and interdisciplinary fields
+ The Libraries provide a gateway to a continuously changing environment of scholarly communication by evaluating, selecting, and providing access to scholarly information in varying formats, independent of location.
Metrics
- Number of print resources
- Number of electronic resources
- Percentage of ILL requests filled
+ The Libraries demonstrate tools and procedures that increase scholars' productivity in creating, communicating, and acquiring scholarly information.
Metrics
- Investment of funds in new tools and procedures
+ The Libraries are partners with scholars in creating knowledge and in developing, sharing, and accessing emerging forms of scholarly publishing.
Metrics
- Use of the Center for Scholarly Communication
+ The Libraries educate users regarding the legal aspects of scholarly communication in a networked environment.
Metrics
- Use of University Copyright Office
+ The Libraries written collection management policy reflects and accommodates the balance of ownership and access to information, including acquisition and retention in the local collection.
Metrics
- Development of a written collection management policy
USER-CENTERED SERVICES
The value and benefits of the human interface become ever more critical as the access to digital materials increases and the concept of a library is transformed by new approaches to learning and scholarly communication. In this rapidly changing environment, libraries focus on offering services that effectively meet the needs of users.
+ The Libraries are the campus leaders in the provision and evaluation of information.
Metrics
- Percent of University investment in content (print
and electronic resources) administered by the Libraries for campus-wide access
+ The Libraries resources and services are provided to users where and when they are needed, and users have choices regarding how they interact and communicate with the Libraries.
Metrics
- Number of options for access to resources and
services
- Evaluation of user satisfaction
- Number
of point-of-use instruction sessions
+ Approachable, knowledgeable, and technically skillful library faculty and staff act as partners in defining and procuring needed information while instructing users.
Metrics
- Number of hours per FTE in staff development
+ Effective user service is the most important priority in the work of library faculty and staff.
Metrics
- Evaluation of user satisfaction
+ Focusing on the needs of users, the Libraries develop new services and plan the incorporation of changing technologies.
Metrics
- Selection/development of new services
- Evaluation
of user satisfaction
+ The Libraries commitment to user-centered services drives the recruitment, training and development, performance management, and scheduling of faculty, staff, and student employees.
Metrics
- Evaluation of the effectiveness of operational structures
INFRASTRUCTURE
Success in the strategic directions of The Learning Library, Scholarly Communication, and User-Centered Services requires a strong foundation in the form of the Libraries infrastructure: knowledgeable faculty and staff; appropriate technologies, facilities, and communication mechanisms; internal and external funding; continual adjustment of budget resources; outcome-oriented assessment methods; and informed priorities. Ongoing evaluation of the infrastructure involves a combination of user input and self-evaluation to measure the Libraries contribution to successful user outcomes.
+ The Libraries faculty and staff engage in an ongoing process of assessment and readjustment of services, facilities, staffing, and technologies.
Metrics- Evaluation of the effectiveness of operational structures
+ The Libraries faculty and staff communicate and cooperate as one staff and utilize a variety of communication methods both within the Libraries and with the Purdue community.
Metrics- Consistency of message and image presented to the Purdue community
+ An ongoing staff development program provides opportunities for Libraries faculty and staff to enhance their knowledge, skills, and personal effectiveness to better contribute to the strategic directions and goals.
Metrics
- Number of opportunities/programs and number of participants
+ Budget planning, proposals, and adjustments reflect the priority given to those activities, programs, and projects that support the strategic directions, while allowing the flexibility to take advantage of unanticipated opportunities to achieve a goal.
Metrics
- Extent to which investments match the prioritized annual actions that support
the strategic plan
+ University funding reflects the Libraries leadership in the provision of information.
Metrics
- Extent to which University funding matches inflation rates for information resources
- Investments in resources supporting new programs and curricula
+ An active public relations and external fundraising program helps to support the strategic directions.
Metrics
- Percentage of budget derived from annual gift-giving
IMPLEMENTATION
The Libraries information access, collection ownership, and instructional services are designed to support the goals of academic programs. The selection of peer institutions for learning, discovery, and engagement benchmarking by the Schools impacts the Libraries identification of appropriate academic libraries for the purpose of benchmarking. Therefore, a key factor in implementing the Libraries strategic plan, following approval by the President, will be the selection of peer institutions for benchmarking based on those selected by the Schools. Annual action planning will identify opportunities and key priorities, and guide resource allocations, for achieving progress toward the Libraries strategic goals. Together with the Purdue community, the Libraries faculty and staff look forward to building an increasingly flexible, diverse, and "user-empowered" information environment.
