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Strategic Plan 20112013 Panayiotis Stathopoulos Stephenie Heinz Patricia Peterson LI805 March 2011 Kansas State University Library
Strategic Plan 2011-‐2013
Panayiotis Stathopoulos Stephenie Heinz Patricia Peterson LI805 March 2011
Kansas State University Library
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Table of Contents
Executive Summary …………………………..……………….. 3 Introduction ………………………………………….…..……….. 4 Organization ………………………………..……………. 4 Vision, Values, Mission ...............................................4
Planning Team …………………………………………………… 5
Planning Factors ..………………………………………………..5 Current Reality……………..…………………………………….. 6 Environmental Scan………………….………………... 6 SWOT Analysis…………………………………………… 6 Organizational Performance………………………...7 Gap Analysis………………………………………………..7
New Priorities…………………………………………………..…. 8 Strategic Profile………………………………………….. 8 Future Vision……………………………………………… 8 Action Plan……………………………………………………...…… 9 Priority A………………………………………………….….9 Priority B……………………………………………………10
Priority C……………………………………………………11 Timeline……………………………………………………..12 Contingencies……………………………………………..14
Budget……………………………………………………………........15
Concluding Remarks………………………………….…...…...16 References………………………………………………...…………17 Appendix…………………………………………………...…………18 Summary Report of Team Activities……………………20
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Executive Summary Kansas State University (K-‐State) located in Manhattan, Kansas, serves a population of over 23,000 students from all 50 states and more than 90 countries. The university has a library system that includes the main campus library as well as specialized libraries in the fields of Architecture, Engineering, Math, and Veterinary Medicine. Within the past year the K-‐State library system has completed the final steps of a multi-‐year reorganization project designed to align the library system more closely with current and future trends in technology and educational delivery systems. This realignment effort created four separate divisions within the library system:
• The Content Management Scholarly Communications Division Contains such things as the functional aspect of collection development, interlibrary loan, metadata and digital development.
• The Research, Education, and Engagement Division Arranged by academic level rather than discipline with categories for undergraduate/community service, graduate/faculty and archives/special collections.
• The Administrative and IT Services Division Contains technology, financial, human resources and building services.
• The Assessment and Public Relations Division Handles matters related to events and exhibits as well as external communication and research and development support.
Hale Library as the main campus library is the site of much of the activity within the library system and as such must be designed to provide the maximum amount of service possible to all students and faculty members. With this in mind the library help desk was redesigned to replace the multiple access points that were previously used to deliver various services throughout the library. Services such as interlibrary loan, circulation, reference and reserve requests that were previously handled at separate locations within the library have all been consolidated into a single help desk location. Another redesign project to completely reconfigure the 2nd floor InfoCommons area is currently in progress with an anticipated completion date of summer 2011. The Purple Academics committee has established the following priorities to be addressed by the strategic plan we are proposing:
• Priority A: Careful stewardship of resources • Priority B: Enhanced systems to ensure user success in library • Priority C: Collaborative partnerships across the university based on analysis of
environment and innovative approaches to critical inquiry and knowledge production.
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The committee is attempting with this plan to more closely align the K-‐State libraries with the service deliver options required to provide competitive services to all students, staff and faculty members.
Introduction
The expectations of university library users are changing rapidly along with their
level of technological competence. Added to this is the rising cost of maintaining print collections and subscriptions. For these reasons it is becoming imperative that university libraries investigate fully the possibilities of digital materials in regards to collection development and maintenance.
The Organization The K-‐State libraries are organized into four separate divisions. A complete organizational chart is included. (Table 2, Appendix) Vision We aspire to be a leading intellectual and learning environment that anticipates and creatively fulfills the needs of our communities by funding, acquiring, and organizing a diverse array of resources and providing personalized expert assistance. Values We respect and protect the right to explore all points of view and the right to privacy. We encourage interaction with any individual or group and treat all people with respect, dignity, and courtesy. We consider many viewpoints before making decisions and encourage creativity, risk-‐taking, and innovation. We spend our money wisely and in ways that afford the broadest benefit to our users. We create an environment that promotes ongoing learning for ourselves and our users.
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Mission We guide our community in its quest for intellectual discovery and lifelong learning. We advance the creation, sharing, and preservation of knowledge at Kansas State University. The new mission will be to move more of the collection and services online.
Planning Team
The Purple Academics Planning Committee team was responsible for drafting, revising and finalizing the strategic plan. The committee consists of the following members:
• Panayiotis Stathopoulos Project Leader, compiled the new priorities and action plan sections of the document.
• Stephenie Heinz Secretary, compiled the current reality section of the document and meeting minutes.
• Patricia Peterson Team Member, compiled the organizational profile and preparation/planning sections of the document.
Planning Factors
The K-‐State libraries system has already made significant progress towards creating and maintaining digital content which makes this aspect of strategic planning much easier. The library currently maintains two different web sites dedicated to digital content. The research and extension department website has a collection which includes the following subject areas: 4H, Crops, Economics, Environment and Natural Resources, Equipment and Structures, Food, Forestry, Health and Safety, Home and Family, Insects, Lawn and Garden, Livestock and Research and Extension. The K-‐State Research Exchange (K-‐REx) http://krex.k-‐state.edu/dspace/ is a service to preserve and provide permanent access to scholarly materials created by K-‐State faculty and students. Materials available in K-‐REx include journal articles, conference papers, technical reports, white papers, electronic thesis/dissertation/reports (ETDR) and other digital resources. Part of the strategic plan proposed by the Purple Academics team involves moving the K-‐State Research Exchange website from DSpace to Digital Commons for increased efficiency and functionality.
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Current Reality Environmental Scan
Money/Funding
Hale Library at Kansas State University is located in a smaller metropolitan area that has been influenced by the recent economic recession. However, the university and the presence of Fort Riley military base nearby allow for much of the economic stability in the community. The area is rural agrarian, with significant agricultural influence both on the university and the city as a whole.
Space
Collection growth is essential to maintaining the library’s stance as an information stronghold for the campus and the community. In order to keep up with the larger, wealthier libraries of Kansas University in Lawrence, KS and the libraries of metropolitan Kansas City, Hale library must adapt its space to accommodate the growing collection. Also digitization and cooperation with other libraries through interlibrary loan services are an essential area for future growth as well. Refusal to concentrate on collection development and digital services will decrease student recruitment for the university and cause information seekers to look elsewhere.
SWOT Analysis Strengths
The library’s strengths lie in its ability to function as a team unit in progressing towards goals and objectives.
Outstanding interlibrary loan services, reference librarian services, information and computer technological services
Weaknesses Facility updating and modernization, Lack of space, inability to expand current buildings and storage spaces Minimal specialized programming and community outreach activities
Opportunities Our current external opportunities include continuous growth in student and
community participation through awareness workshops, constant presence at university and community functions.
Hale wishes to remain relevant to the student body as well as to the larger academic research community and can do so through increasing our online collection of information resources.
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The library can improve by incorporating more team organization and group management styles to increase employee input in the decision-‐making process.
Threats Budget cuts and funding always present a threat to the library system. Lacking multicultural and bilingual services
Organizational Performance
Performance analysis will be undertaken to monitor and document progress towards library goals and objectives to ensure alignment with library’s mission and vision statement, guiding values. Inventory will be taken of the current assessment methods while evaluating their effectiveness and integration with institutional and library planning and decision-‐making processes. Design and implementation methods to assess library performance and customer value, highlighting a set of key outcome-‐based performance measures such as digitization of library collection and community and student outreach goals.
Gap Analysis
The results of the performance analysis will show a gap between the goals of the strategic plan and the current realities of the library and staff performance. Improvements in current acquisition policies as well as the movement towards increasing our digital collection will enhance the resource selection process and information access in the future and increase quality and quantity of resources provided to the library’s patrons. The current reference tools and librarian services are adequate for the present capacity of the library, however, as technology moves forward, so must the library’s ability to reach the patrons and vice versa through the use of user-‐friendly access tools. The performance analysis will also conclude that increasing collaborative partnership between departments is necessary to improve the flow of knowledge production within the library.
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New Priorities Strategic Profile
The future of libraries resides in the digital realm. Successful libraries across the country and around the world are focusing their efforts on providing access to their users, through collaboration and via licenses, to online journals, books, and other print materials. In addition, successful libraries recognize the wealth of information at their own universities and strive, through data curation programs, to connect the work of scholars across the disciplines. Data sets of all kinds are uploaded into searchable university databases that encourage collaborative efforts in the areas of pedagogy and research. One means is by an institution joining the Digital Commons. Currently Kansas State University participates in DSpace, but plans to join Digital Commons because of the latter’s enhanced features for connectivity across universities and options for establishing open access self publishing in the form of refereed (supported by software) online journals. In addition, it will enhance user access to materials around the world as the university refocuses its acquisition efforts toward online materials. (See, in particular: Jean-‐Gabriel Bankier and Irene Perciali, “The Institutional Repository Rediscovered: What Can a University Do for Open Access Publishing?” http://works.bepress.com/jean_gabriel_bankier/1) Future Vision
In the coming years, Kansas State University will connect both its mission as a university and its digital collection to the goal of global service in agriculture, science, and technology. Thus, the library and its staff will serve the university both at the local and global level, accessing materials from other places and making the products of K-‐State accessible to the world.
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Action Plan Mission/Vision: To acquire, organize, and preserve the scholarly record and to provide services and tools for users to access this information for purposes of teaching, learning, and research, that is, the creation of knowledge. Priority A: Careful stewardship of resources
Goal: Address rising costs of print and electronic serial publications and books through updated prioritization and selection system (see Table 1, “K-‐State Library Collections,” Appendix) Objective 1A: Review and revise current collection acquisition practices Strategies:
o Study the usage of our collections, the current and future needs of users, and make informed decisions about collections development and management
o Implement a comprehensive development and management policy for collections in order to base future acquisitions on user needs and institutional strengths
Metrics:
• Product: Collection usage (print materials circulation report and online database usage report for last five years) and user survey report by The Content Management Scholarly Communications Division
• Product: Updated collections development and management policy by The Content Management Scholarly Communications Division
Objective 2A: Move more of our collection and services online. Strategies:
o Expand the use of consortia, collaboration, and outsourcing in order to contain the cost of selecting, purchasing, processing, housing, and preserving collections
o Expand cooperative relationships in which other institutions provide materials in areas outside our strengths
o Assess acquisitions/collections services to reallocate resources and eliminate services no longer needed
o Establish criteria for long range maintenance and storage of collections o Work with vendors for licensing terms that maximize cost-‐effective
access to the electronic scholarly resources needed by users
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Metrics:
• Product: Consortia/Collaboration/Outsourcing report by The Content Management Scholarly Communications Division
• Product: Vendor/Licensing Terms report by acquisitions divisions team • Product: Acquisitions/collections services personnel report by division
heads team and director • Product: Physical space usage report by director and division heads team • Product: Revised budget that institutes a 5% overall decrease in annual
expenditures for library collection by reallocating funds toward electronic journals and e-‐book access and away from print journal subscriptions and print copies of books
Priority B: Enhanced systems to ensure user success in library
Goal: Strengthen the ability of library personnel to address user needs through streamlined services and user-‐friendly tools. Objective 1B: Revitalize the Libraries’ relationship with and ability to deliver services to students and faculty. Strategies:
o Strengthen outreach activities so users know about Libraries’ services o Expand Libraries’ role on University multidisciplinary research teams,
contributing experience as professional information consultants o Review and revise library services delivery approach, focusing on library
web page usage and ease of use o Publicize Libraries’ mission and services to university
Metrics:
• Product: Report on current and proposed outreach activities by The Research, Education, and Engagement Division
• Product: Report on outreach efforts, current assistance provided by librarians to faculty research, and survey of faculty on current multidisciplinary research projects across campus by The Research, Education, and Engagement Division
• Product: Report on library services (including web page services) with proposed revisions by division heads and The Research, Education, and Engagement Division
• Product: University-‐wide marketing campaign on library services developed by division heads, library director, and The Assessment and Public Relations Division
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Priority C: Collaborative partnerships across the university based on analysis of environment and innovative approaches to critical inquiry and knowledge production
Goal: Establish connections with all departments and divisions, gathering information on teaching, learning, and research challenges connected with library. Objective 1C: Revise library instructional practices for users. Strategies:
o Enhance users’ understanding of the complexities of the information environment and help them become more adept at conducting effective searches, evaluating information sources, analyzing information needs, and using information effectively
Metrics:
• Product: Report on current practices and proposed revisions to instructional services to library users, focusing on underrepresented groups by The Research, Education, and Engagement Division
Goal: Create interdisciplinary connection opportunities for scholars via digital collection project. Objective 2C: Discover, capture, preserve, and make available digital, research, knowledge, and information assets created or collected by users.
Strategies: o Enhance the Libraries’ role in the University digital information
environment, particularly the role in the creation, maintenance, preservation, storage, and sharing of the University’s digital information and scholarship by shifting K-‐State’s participation in DSpace to a membership in Digital Commons
o Revise faculty members’ understanding of institutional repositories from static archives into an active place for scholarly activities by introducing SelectedWorks (integrated within Digital Commons) which makes faculty members’ websites the points of entry, controlled by the faculty member, for showcasing their personal—and ongoing—research
o Support open access publishing by serving as an online, open access Publisher of faculty created, refereed online journals via Digital Commons
rather than DSpace o Review the University’s special collections, records management, and
University archives programs and develop recommendations to address the lifecycle management and long-‐term preservation of University records and personal papers in all formats
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Metrics: • Product: Data Curation Committee (a team within The Content Management
Scholarly Communications Division) will identify and articulate the Libraries’ changing role in the University digital information environment (i.e., creation, maintenance, preservation, storage, and sharing of the University’s digital information and scholarship) via a web presence and outreach workshops. Further, the committee will address, as part of its mission, the strategies above. The committee will be comprised of representatives from each library division and will address the following metrics.
• Product: Report on shifting K-‐State’s open access publishing and other digital efforts from DSpace to a membership in Digital Commons
• Product: Outreach workshops and documents for faculty members on the opportunities for and benefits of hosting and promoting (as well as archiving) active research endeavors
• Product: Report on joining VIVO (“an open-‐source semantic web application that enables the discovery of research and scholarship across the disciplines at an institution”). From: VIVO: Enabling national networking of scientists: Reference guide for manual data input. V. 1.1., p. 2
Timeline for Completing Strategic Plan Year One Teams addressing Priorities A, B, & C begin work of gathering and analyzing data. Teams for Priority A: The Content Management Scholarly Communications Division
Teams for Priority B: The Research, Education, and Engagement Division and The Administrative and IT Services Division Teams for Priority C: The Research, Education, and Engagement Division, The Content Management Scholarly Communications Division (with representation from each library division)
Completion of Priority A at end of Year One: Careful stewardship of resources
• Product: Collection usage (print materials circulation report and online database usage report for last five years) and user survey report by The Content Management Scholarly Communications Division
• Product: Updated collections development and management policy by The Content Management Scholarly Communications Division and division heads
• Product: Consortia/Collaboration/Outsourcing report by The Content Management Scholarly Communications Division
• Product: Vendor/Licensing Terms report by The Content Management Scholarly Communications Division
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• Product: Acquisitions/collections services personnel report by division heads team and director
• Product: Physical space usage report by director and division heads team • Product: Revised budget that institutes a 5% overall decrease in annual
expenditures for library collection by reallocating funds toward electronic journals and e-‐book access and away from print journal subscriptions and print copies of books
Year Two Completion of Priority B at end of Year Two: Enhanced systems to ensure user success in library
• Product: Report on current and proposed outreach activities by The Research, Education, and Engagement Division
• Product: Report on outreach efforts, current assistance provided by librarians to faculty research, and survey of faculty on current multidisciplinary research projects across campus by The Research, Education, and Engagement Division
• Product: Report on library services (including web page services) with proposed revisions by division heads and The Research, Education, and Engagement Division
• Product: University-‐wide marketing campaign on library services developed by division heads, library director, and The Assessment and Public Relations Division
Year Three Completion of Priority C at end of Year Three: Collaborative partnerships across the university based on analysis of environment and innovative approaches to critical inquiry and knowledge production
• Product: Data Curation Committee (a team within The Content Management Scholarly Communications Division) will identify and articulate the Libraries’ changing role in the University digital information environment (i.e., creation, maintenance, preservation, storage, and sharing of the University’s digital information and scholarship) via a web presence and outreach workshops. Further, the committee will address, as part of its mission, the strategies above. The committee will be comprised of representatives from each library division and will address the following metrics.
• Product: Report on shifting K-‐State’s open access publishing and other digital efforts from DSpace to a membership in Digital Commons
• Product: Outreach workshops and documents for faculty members on the opportunities for and benefits of hosting and promoting (as well as archiving) active research endeavors
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• Product: Report on joining VIVO (“an open-‐source semantic web application that enables the discovery of research and scholarship across the disciplines at an institution”). From: VIVO: Enabling national networking of scientists: Reference guide for manual data input. V. 1.1., p. 2
Contingencies A variety of factors, anticipated and un-‐anticipated, will impact the strategic planning of the Kansas State University libraries. The following list, though not exhaustive, illustrates potential challenges for and responses to this strategic plan: Anticipated Contingencies Based on reports from the chief academic officer of the university, budget lines for all academic divisions will remain flat in the coming year (at minimum), requiring creative solutions to acquisitions, delivery systems, and staffing of services. Following the midterm elections, federal and state funding for university programs and student aid will be under review; cuts in all areas are expected. Realignment of budget priorities at the university level will follow. Acceptance, rejection, or request for resubmission of proposals for external grant funding for library projects that are in the “pipeline” will occur in the next twelve months. A new university-‐wide fund raising initiative, focused on supporting academic divisions, will not be launched until August 2012. Unanticipated Contingencies In the event that library staff members depart from the university (none expected), their lines will not be replaced, requiring creative solutions to staffing issues in the affected department(s). On occasion, gifts to the university (sometimes given anonymously and without advance notice) are directed toward supporting the library.
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Budget Hale Library ______________FY 2010 FY2011 SLRY/BN OOE Total SLRY/BN OOE Total 7,002,053 6,690,590 13,692.643 $ 7,119,576 6,631,074 13,750,650 Legend: FY (Fiscal Year) SLRY/BN (Salary & Benefits) OOE (Operations & Other Expenses) $ (Dollar amounts in millions) For complete K-‐State Budget: http://www.k-‐state.edu/budget/mc1.pdf As the Table above indicates, from the 2010 to 2011 fiscal years, there has been an annual total increase of approximately $57,000. In the 2011 fiscal year, the need to increase Salary & Benefits by approximately $117,000 resulted in a decrease from the 2010 fiscal year, in the Operations & Other Expenses line of fiscal year 2011, of approximately $59,000.
Salaries and Fringe Beneoits
52% Collections 30%
Digital Content 3%
Automation 3%
Books & Binding 12%
Current Library Budget
Salaries and Fringe Beneoits
Collections
Digital Content
Automation
Books & Binding
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Concluding Remarks Implementation of this strategic plan is vital to the continued success of the K-‐State library system. The changes proposed by the Purple Academics team will allow the library system to increase the relevancy and currency of library systems and services. In particular the expansion of digital content and improved service delivery will assure that Kansas State University remains in a strong position nationally and is positioned to expand internationally. The goals set forth in the strategic plan are achievable even within the context of the current economic climate. Although budget constraints will certainly present challenges the overarching goals should be obtainable even within those parameters.
Salaries & Fringe Beneoits 52%
Collections 30%
Digital Content 6%
Automation 3%
Books & Binding 9%
Proposed Budget Changes
Salaries & Fringe Beneoits
Collections
Digital Content
Automation
Books & Binding
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References
Bankier, J.G. & Perciali, I. (2008). The institutional repository rediscovered: What can a university do for an open-‐access publishing? Serials Review, 1-12. doi:10.1016/j.serrev.2007.12.003 Retrieved from http://works.bepress.com/cgi/viewcontent.cgi?article=1013&context=jean_gabriel_bankier Kansas State University. (2010). Collection/summary statistics. Retrieved from http://www.lib.k-‐state.edu/geninfo/docs/currentsummarystats.pdf Kansas State University. (2011). FY2011 annual budget summaries. Retrieved from http://www.k-‐state.edu/budget/mc1.pdf Kansas State University. (2010). Organizational chart. Retrieved from http://www.lib.k-‐state.edu/depts/prmc/orgchart.pdf Kansas State University. (2010). Quick Facts. Retrieved from http://www.k-‐state.edu/welcome/ Kansas State University. (2010). Strategic Plan 2007-2012. Retrieved from http://www.lib.k-‐state.edu/geninfo/plan/docs/2007-‐12/LibrariesStrategicPlan.pdf University of California. (2010). 2009-10 Budget Document. Retrieved from http://www.ucop.edu/budget/rbudget/200910/2009-‐10BudgetforCurrentOperations-‐BudgetDetail.pdf VIVO: Enabling National Networking of Scientists (2010). Reference guide for manual data input (Version 1.1) [Software]. Available from http://vivoweb.org/files/UserGuide_ManualDataEntry_V1.1.pdf
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Appendix Table 1: Strategic Plan Library Collection Information
Table 2: Strategic Plan Library Usage Information
MISCELLANEOUS USAGE ILL USAGE Yearly ILL Loaned 22,486 21,127 23,942 Yearly ILL Borrowed 44,473 37,129 32,847 YEARLY CIRCULATION 121,821 119,756 122,818 PRESENTATIONS Attendance 12,475 11,694 10,481 Sessions 600 550 585 REFERENCE TRANSACTIONS Reference Transactions 40,293 29,382 27,183 BOOK REPAIR 2,219 3,124 2,176 Adapted from: http://www.lib.k-state.edu/geninfo/docs/currentsummarystats.pdf
Kansas State University Libraries COLLECTION INFORMATION
FY2010 FY2009 FY2008 VOLUMES IN LIBRARY 2,725,187 2,495,213 2,258,247 Net volumes added 298,425 184,589 458,268 Titles 1,333,057 1,325,320 1,290,687 Volumes 1,351,644 1,342,207 1,303,154 Ebook Titles 644,216 470,830 394,213 SERIALS 63,643 58,191 44,157 Number of e-serials patrons have access to 57,358 46,546 32,957 MICROFORM UNITS 1,641,887 1,572,254 1,52,287 GOVERNMENT DOCUMENTS 24,328 24,300 24,034 COMPUTER FILES 7,210 6,939 6,824 MANUSCRIPTS & ARCHIVES 25,402 25,232 24,100 AUDIOVISUAL MATERIALS TOTALS Cartographic 90,126 90,756 30,497 Graphic 4,242 2,752 3,853 Audio 24,384 22,215 19,261 Audio (emusic) 7,129 5,679 4,619 Video 10,501 9,234 8,218 Video (evideo) 453 3 n/a AV NON PRINT TOTAL 136,835 130,639 66,448
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Larry Johnson Dean
Cynthia Dickens Assistant
Dean Content Management
Terri O'Neal Head, Content Development & Acquisitions
Robert Stevenson Assistant Dean Research & Education
Marcia Dalloway Head, Special Collections
Violet Williams Human Resources Director
Kathryn Vanderbilt Assistant Dean
Student Services
Stanley Collins Head, Graduate
Services
Jennifer McMillan Head,
Undergraduate Services
Daniel Russell Technical Services Director
Janet Schuler Assistant Dean
Figure 1: Kansas State University Libraries Organizational Chart
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Summary Report of
Team Project Activities
Stephenie Heinz, Patricia Peterson, Panayiotis Stathopoulos
Emporia State University LI 805
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Team Narrative
Bruce Tuckman’s group development theory of the 1960’s has long been the foundation for studies and literature reviews concerning how multi-‐person teams interact, create, and perform within the organizational and business infrastructure. In Library and Information Center Management, Stueart and Moran explain Tuckman’s theory of group development and also group management structures. They write, “people who are asked to work together for the first time have to get to know each other and learn how to work together” (Stuert & Moran 2007). The stages of the group development, forming, storming, norming, performing, and adjourning are basic concepts upon which to build if a group is to succeed in its goals and objectives. Within our own group, The Purple Academics, each stage of Tuckman’s theory is represented as we progressed towards our end goal of producing the strategic plan document and presentation.
Tuckman’s initial stage in which the introductions, and initial reactions to other individuals occurs is called forming. It is the stage in which the group dynamic is established and the hierarchical structure is beginning to form. In our group, the forming stage is where we decided where we would be on the hierarchical structure. Stephenie volunteered to do the work of the secretary for the group, while Panayiotis agreed to become the group’s leader. The initial discussions of the forming stage included ideas about which direction to go in deciding how the Strategic Plan would come to fruition as well as how the group would communicate. As research has shown, the forming stage is the most uncomfortable of the five stages because it is where the personalities of the individuals begin to arise. For example either natural leaders take over the group or there is a lack of decision-‐making due to suppressive societal instincts and a wish to please or gain approval. In our group, the forming stage was a tentative one in which each of us was ‘getting a feel’ for one another and gathering ideas on how each would contribute to the group.
The second stage of Tuckman’s theory, storming, is one in which patience and tolerance are important factors in the success of the team. The members of the group are beginning to open up to each other and express their inner feelings and personal opinions as to how to approach the goals and directives of the project. For our strategic plan group, this stage began around the second meeting. Individual brainstorming had occurred and we began to decide the uncomplicated initial factors such as location, library type, and size. We also felt more comfortable with each other so we could express how we really felt about each of these topics and could discuss more openly how we were going to proceed through the strategic plan. This storming stage is important in setting the tone for the rest of the group’s time together and we realized that members of our group work well together, are agreeable and open to new ideas and differing perspectives. These factors allowed us to progress successfully forward to the norming stage of group development.
The norming stage begins as the group decides on one goal and one plan as to how to carry out its objectives. This stage allows for a certain amount of individual autonomy concerning their sections of work, while providing opportunities for feedback by the group. Individuals are trusted to work without constant feedback and supervision by other members. During this stage, our group divided the plan rubric into sections and decided on a time to have our individual sections completed. We also allowed time for group review and feedback. The members were also flexible and understanding of each other if other
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parts of our busy lives interfered with our deadlines. The group’s ability to work individually toward our common goal and produce results efficiently and on time were important to the success of our team.
The fourth stage of Tuckman’s theory, performing, involves cooperation and progressively working towards the group’s end goals. It is here that the group is inherently independent and motivated, as well as able to make decisions autonomously. Our group reached the performing stage around our third and fourth meetings. We had reached a level of comfort with expressing our ideas and each had trust that the other individuals within the group were working diligently and would make good on their promises to post their respective sections by the deadline. We could see the results of our efforts and as our strategic plan came together, Patti remarked that although the strategic plan assignment seemed daunting at first, she was surprised at how quickly the group was able to assemble the working document and was overly pleased with the work the group had accomplished thus far.
The final stage of Tuckman’s theory is adjourning. This process can include happiness or sadness, as well as anger and frustration depending on how successful the team was at achieving its objectives. Members of the group can feel a sense of accomplishment and can also feel sad about the ending of a productive alliance. Our group has mixed feelings about the adjournment and conclusion of this project. We are optimistic about the work we put into the strategic plan document and presentation, encouraged by the knowledge that we have each learned from the other members of our group, confident about future group projects, and perhaps even a little sad that such a great group experience is ending. Furthermore, the application of Tuckman’s group development theory to our own group’s progress over the last six weeks has presented us with the opportunity to review how a group interacts with one another to progress towards their goals. We realize that cooperation and a willingness to embrace new perspectives is key to a successful team interaction. Stueart, R.D. & Moran, B.B. (2007). Library and information center management. Colorado: Libraries Unlimited.
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MINUTES OF MEETING 1 Meeting - 1.
Date: Saturday January 22, 2011 1:30 PM Venue: ESU Classroom
Attendees: Panayiotis Stathopoulos, Patti Peterson, Stephenie Heinz
Minutes Taken By: Stephenie Heinz
Issues By Discussion & Decision Responsible Deadline Type of library Academic vs. other Private vs. public
All • Academic-all signed up for an academic library group,
• Decision to model after nearby larger academic universities/libraries, look at how strategic/budget issues are addressed.
All- each look up 3 Patti-Washburn,
JCCC, WSU Stephenie-KU, KSU,
MU Panayiotis-UNL, UNO, UIOWA
2/07/2011
Location, size, w/ library school, degrees offered
Panayiotis, Patti
• Location-Kansas/undecided discussed include isolated, centralized near other major libraries.
• Size- 20,000+. No library school, full range of degrees
• Community size and demographic
All 2/07/2011
Current Realities All • Drivers, trends facing academic librariesgoals for our academic library plan
All 2/7/2011
Goals for library plan
Stephenie • Community outreach • digitization • provide information access
All 2/07/2011
Future Communications
All • File exchange posts • Discussion board • Adobe connect • Email, Text/phone calls
All 1/22/2011
Goals for next meeting
Stephenie • Post info on nearby institutions to file exchange by 2/2/11
All 2/2/2011
Team Name
All Undecided
All 2/7/2011
Date of Next Meeting: 2/7/2011 7:30 PM Venue: Adobe Connect Classroom
Conclude at 3 PM.
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MINUTES OF MEETING 2 Meeting - 2.
Date: Monday February 7, 2011 7:30 PM Venue: Adobe Connect Classroom
Attendees: Panayiotis Stathopoulos, Patti Peterson, Stephenie Heinz
Minutes Taken By: Stephenie Heinz
Issues By Discussion & Decision Responsible Deadline Goals for Meeting
Panayiotis • Decide library • Discuss mission statement • Assign sections of paper • Set next meeting/deadline
All 2/7/2011
Name and location of library
All • Discuss -near other schools, wanted library to be sole source of info for surrounding communities
• Discuss-Demographics of KSU
• Decided Kansas State University; isolated, not near other schools; work with Hale, central library only
All 2/7/2011
Mission Statement
Panayiotis • Agreed upon mission statement from Panayiotis’ observations of other libraries on discussion board.
All 2/07/2011
Division of Work
Panayiotis • Suggest division as follows: Patti-Overview, Organizational profile, Preparation & Planning. Stephenie-Current Realities, minutes. Panayiotis-New priorities, Action plan.
• Budget, Contingencies, conclusion, presentation, and Tuckman’s theory to be decided.
All 2/21/2011
Goals & priorities for library
Patti • Discuss- further discuss of digitization and community outreach as goals to accomplish.
All 2/21/2011
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Date of Next Meeting: 2/21/2011 7:00 PM
Venue: Adobe Connect Classroom
Conclude at 8 PM.
Goals & priorities for library
Patti • Discuss- further discuss of digitization and community outreach as goals to accomplish.
• Discuss Panayiotis’ ideas from discussion board based on nearby libraries
• Agreed to review Panayiotis’ submission of goals and action plan on 2/21
All 2/21/2011
Team Name
All • Tria (3) librarians, Purple Academics, Manhattans
All 2/9/2011
Format of Strategic Plan
Stephenie • Panayiotis suggests word template through discussion board
• All-agreed on the use of a word template
All 2/21/2011
Goals for next meeting
Stephenie • Panayiotis to email word template to group
• Post individual portions of plan to file exchange by 2/20-2/21 to review before meeting on 2/21.
• Email instructor team name asap
All 2/21/2011
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MINUTES OF MEETING 3
Meeting - 3. Date: Monday February 21, 2011 7:15 PM Venue: Adobe Connect Classroom
Attendees: Panayiotis Stathopoulos, Patti Peterson, Stephenie Heinz
Minutes Taken By: Stephenie Heinz
Issues By Discussion & Decision Responsible Deadline Goals for Meeting
Stephenie • Budget • Appendices • Contingencies • Concluding Remarks • Tuckman’s theory • Time management
All 2/28/2011
Format of Strategic plan
All • Discuss-review of individual’s work is satisfactory; Patti’s template is agreed upon.
• Panayiotis suggests pictures from KSU to supplement document-Stephenie volunteers to take pictures.
All 2/28/2011
Appendices Patti, Panayiotis
• Discuss-what is to be included in appendices.
• Decided-2 appendices: organizational chart of our library, KSU collection informaion
All 2/28/2011
Further Division of Work
Stephenie • Patti-combine all parts into one draft document, draft concluding remarks
• Stephenie-draft of Tuckman’s theory and take picture of campus library for document
• Panayiotis- draft contingencies
All 2/28/2011
Format for presentation
Stephenie • Discuss-Powerpoint as medium for presentation
• Decided- Agreed on powerpoint, to be discussed in upcoming meetings.
All 2/28/2011
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Budget All • Discuss-fictional vs actual budget
• Decided-each look up budgets from similar institutions to get an idea on what to include
All 2/28/2011
Goals for next meeting
All • Budget • Review individual parts • Time management • Discuss presentation
All 2/28/2011
Further communications
All • Discussion board postings • File exchange • Email
All 2/21/11-2/28/11
Date of Next Meeting: 2/28/2011 7:00PM.
Venue: Adobe Connect Classroom
Conclude at 8:05 PM.
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MINUTES OF MEETING 4
Meeting - 4. Date: Monday February 28, 2011 7:00 PM Venue: Adobe Connect Classroom
Attendees: Panayiotis Stathopoulos, Patti Peterson, Stephenie Heinz
Minutes Taken By: Stephenie Heinz
Issues By Discussion & Decision Responsible Deadline Goals for Meeting
Panayiotis • Powerpoint Presentation • Division of future work • Budget
All 3/6/2011
Budget All • Discuss-fictional or actual budget, what to include, what to omit, line-item budget?
• Full budget is overwhelming, hard w/ limited time,
• Decide-Stephenie suggests to leave overall budget as is, supplement with line-item for changes from plan. All agreed. Patti agrees to put together budget w/ help from group.
Patti 3/6/2011
Presentation Patti • Discuss-division of slides for presentation
• Decided-each do own part for slides, Stephenie will complete Contingencies slides also, powerpoint slides to be completed by Monday, Plan parts to be completed by Monday 3/7
All 3/7/2011
Appendices Panayiotis • Discuss-organizational chart for library, library collections information, Patti reminds us to include Tuckman’s theory in appendices & presentation
• Decide-all will be included in presentation, Stephenie to
All 3/7/2011
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complete slides.
Goals for next meeting
All • Presentation slides to be done by Sunday/Monday.
• See what progress we have made by Sunday
All 3/7//2011
Further communications
All • Discussion board postings • File exchange • Email
All 2/28/11-3/7/2011
Date of Next Meeting: 3/7/2011
Venue: Adobe Connect Classroom
Conclude at 8:10 PM.
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MINUTES OF MEETING 5
Meeting - 5. Date: Monday March 7, 2011 7:00 PM Venue: Adobe Connect Classroom
Attendees: Panayiotis Stathopoulos, Patti Peterson, Stephenie Heinz
Minutes Taken By: Stephenie Heinz
Issues By Discussion & Decision Responsible Deadline Goals for Meeting
Panayiotis, Stephenie
• Finalize Plan document, discuss finishing touches and submission of information
• Further discuss Powerpoint Presentation
All 3/9/2011
Powerpoint presentation
Stephenie • Discuss-Stephenie copied into one powerpoint document.
• Decide-Patti to choose color scheme, fonts and background design; group decides to finalize plan, then work on presentation
All 3/9/2011
Plan document Patti • Discuss- Finishing touches: reference list, page numbers, appendices, photo placement
• Decided- finish individual changes by 3/8
All 3/8/2011
Submission of document
Panayiotis • Discuss-submission time, who will submit
• Decide-all will finish sections by evening of 3/8, Panayiotis will post final version for review 3/8 and submit assignment Wednesday 3/9.
Panayiotis 3/9/2011
Appendices Stephenie • Discuss-order of appendices, inclusion of Tuckman’s theory and minutes
• Decide-Stephenie will decide order of appendices
Stephenie 3/8/2011
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Goals for next meeting
All • Presentation design • Meet through adobe connect
Thurs. 3/10 or in Emporia 3/11 to finalize powerpoint
All 3/9-10//2011
Further communications
All • Email • File exchange • Phone
All 3/7/11-3/12/2011
Date of Next Meeting: 3/9-11/2011
Venue: Adobe Connect Classroom or ESU Classroom
Conclude at 8:20 PM.
