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REED COLLEGE LIBRARY Seeking to enlighten, enrich, and empower STRATEGIC PLAN 2011-2014 Kristy Kemper Hodge, LeGrand Olsen, Chris Huff , Jonathan Thomas, Juana Diego SLIM LI 805 October 2010

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Page 1: REED COLLEGE LIBRARYalianora.weebly.com/uploads/8/0/5/6/8056787/strategic... · 2018-10-04 · REED COLLEGE LIBRARY Seeking to enlighten, enrich, and empower STRATEGIC PLAN 2011-2014

REED COLLEGE LIBRARYSeeking to enlighten, enrich, and empower

STRATEGIC PLAN 2011-2014

Kristy Kemper Hodge, LeGrand Olsen,Chris Huff, Jonathan Thomas, Juana Diego

SLIM LI 805 October 2010

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CONTENTSREED College Library 1

Table of Contents 2

Executive Summary 4

Reed College Community 5

Overview of Reed Library 5

Organization of Reed Library 5

Reed College Library - Organization chart 6

Mission 7

Library Management Team 8

Planning Factors 8

Planning Team 8

Current Reality 10

Environmental Scan 10

SWOT Analysis 11

Organizational Performance 11

Key Metrics 12

Gap Analysis 12

New Priorities 13

Strategic Profile 13

Future Vision 13

Strategic Initiatives 14

Initiatives, Objectives, and Measurable Outcomes 15

Initiative: Develop a technology plan... 15

Software as a Service 15

Greening of the Library 16

Performance Management 18

Reed Library Budget 20

Library Sta! Salaries 20

Preservation Services 20

Computer Systems and Web Development 20

Bibliographic Utilities 21

Information Resources 21

Other Library Operating Expenditures 21

Contingencies 23

Initiative 1: Develop a Technology Plan 23

Software as a Service 23

Mobile-Friendly Library Website and Catalog 23

Initiative 2: Integrate Green Practices... 24

Improve Environmental E"ciencies 24

Purchase “Green Source” Energy 24

Transition to Recycled Paper Products 24

Concluding Remarks 26

Organizational Profile ( Jonathan & LeGrand) 26

Prep/Planning ( Juana) 26

Current Reality (LeGrand & Chris) 26

New Priorities/Action Plan (Kristy & leGrand) 26

Contingencies ( Jonathan) 26

Teamwork Narrative 27

Forming 27

Storming 27

Norming 28

Performing 28

Appendix 29

Summary Report of Team Project Activities 29

Reed College Library Strategic Plan 29

MINUTES – 9/11/2010, 5:00PM-5:30PM 30

MINUTES – 9/19/2010, 9:00PM-10:25PM 31

MINUTES – 9/26/2010, 9:00PM-10:15PM 33

MINUTES – 10/4/2010, 9:00PM-10:00PM 35

MINUTES – 10/10/2010, 9:00PM-10:15PM 38

MINUTES – 10/17/2010, 9:00PM-10:15PM 41

MINUTES – 10/24/2010, 11:00AM-12:30AM 44

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Reed Library: Strategic Plan 2011-2014 3

EXECUTIVE SUMMARY

Organizational Profile ( Jonathan & LeGrand): Reed College, in Portland, Oregon, is an independent, coeducational, nonsectarian college of the liberal arts and sciences, of approximately 1,400 students—primarily undergraduates—and 135 faculty. #e Eric V. Hauser Memorial Library consists of 13 departments with 26 sta! members, some with cross-departmental designations. #e library’s mission is to provide collections and services that support the educational goals of the college. #e following strategic plan is projected over the next three school years (2011-2014), and will address those deficiencies identified at the library, and further strive to meet the challenge that our revised mission and vision statements provide for us all.

Prep/Planning ( Juana): have a group of people made up of library sta!, students, professors and professionals. Every-one on committee is a volunteer excited about the library. #e committee’s goal is to create a plan that will really make Reed College library an innovative and the best of its kind amongst private academic libraries.

Current Reality (LeGrand & Chris): “Current Reality” is a critical and crucial step in the Strategic Planning process. #is also provided us the opportunity to understand and identify the strengths already in place at Reed Library. By performing an environmental scan of what is happening outside of the library, we are able to identify trends that are likely to impact needs, demands and expectations of our faculty, students and employees. Identifying trends outside of the library o!ers us the opportunity to be proactive instead of reactive in meeting the needs of our library commu-nity. Several trends that are gaining traction worldwide were identified and included in our report and instrumental in determining our initiatives.

Initiatives/Action Plan (Kristy, Juana, LeGrand): created in order to clarify objectives for changes or updates within Reed Library. Some are easily feasible and others will take more work, but all objectives are intended for Reed Library to do what library mission states. Two major initiatives were identified from the environmental scan: the development of a technology plan and e!orts leading to a greener library. #e Reed Library already excels in user instruction and collection development, making this an opportune time to focus strategic planning on more behind-the-scenes e!orts to improve the library in a more global sense. #e two chosen initiatives will bring the Reed Library, and hence Reed College, up to speed with other trends and developments taking place in the library arena right now, without detracting from the emphasis on quality instruction, collections, and user experience. Reallocation of funds is central to our Ac-tion Plan. #e implementation of our initiatives has been designed so that our initiatives that save us the most amount of money will be accomplished first. Our second initiative will be initiated at the end of our first year with the money saved from our first initiative. Our timeline is practical, responsible and our services are measurable.

Contingencies ( Jonathan): #e proposed initiatives bring with them both challenges and opportunities. #e transi-tion from an on-site server to “Software as a Service” will bring with it a need for great focus and excellent communica-tion within the IT department and the library as a whole. #e development of a mobile-friendly library website and catalog will require flexibility and awareness of emerging technologies while undertaking this project. #e implementa-tion and installation of green technologies will bring with it a need for both drive and ingenuity in securing and retain-ing proper funding, both internal and external of the library and the college, as will e!orts to purchase “Green Source” energy to power the library, and recycled paper in providing a more sustainable model for its operations. We believe these initiatives will provide the necessary improvements to lead the college and library into a higher state of accessibil-ity and sustainability.

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Reed Library: Strategic Plan 2011-2014 4

REED COLLEGE COMMUNITYFounded in 1908, Reed College—located in the residential East Moreland neighborhood of Portland, OR (popula-

tion: 537,081)—is an independent, coeducational, nonsectarian college of the liberal arts and sciences. #e college enrolls approximately 1,400 students at a time (55% women, 45% men, 25% minority enrollment), employs 135 faculty members, and o!ers Bachelor’s and Master’s degrees in 22 departmental and 12 interdisciplinary majors in the arts, sci-ences, humanities, and social sciences—though graduate enrollment makes up less than 1% of total enrollment. Total cost for the 2009–10 year is estimated at $51,800. About one-half of all students receive financial aid, with the average financial aid package—including grants, loans, and work opportunities—at approximately $33,090.

Overview of Reed LibraryAs the Reed Library has just finished redefining our mission and values statement, we view this as our chance to iden-

tify the available opportunities for sustaining and improving library services. Now is the perfect time for our institution to create a strategic plan that puts our values and mission into action.

In the last ten years, Reed Library has gone through many changes, both major and minor. We completed a renova-tion and expansion project that allowed us to add a computer lab, group study spaces, high-density shelving, and wire-less networking. We have reoriented our faculty relationships away from collection development input to focus more on instruction.

We initiated our digital collections program and added two new positions to support that e!ort. Our music collection has expanded considerably with the addition of the Database of Recorded American Music (DRAM) and our sub-scription to Naxos Music Library Jazz.

In expanding our traditional media we have also purchased several projector and DVD player sets for our patrons to use. While pushing our boundaries and expanding our collection we have deepened our relationship with our com-munity by continuing the traditions of excellence as seen in the Cooley Gallery, as well as our annual #esis Parade and Renn Fayre.

#is strategic plan covers the next three years. A key component of our strategic plan is the “environmental scan” that will allow us to understand what is happening in the world that should inform us on how to alter the way we serve our community. If the past is any indicator of the future, we have seen that rapid technological development has and will continue to drastically change the landscape of libraries. In order to stay responsive to the needs of our faculty and students, we recommend that this plan not exceed a three-year window.

Organization of Reed Library#e Reed Library consists of 13 departments—Administration; Access Services; Acquisitions; Cataloging; Digi-

tal Assets Management; Electronic Resources; Government Documents; Instructional Media Center; Reference & Library Instruction; Serials; Science; Special Collections & Archives; and Web Site—for a total of 26 sta! members, some with cross-departmental designations.

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Reed Library: Strategic Plan 2011-2014 5

reed college library - Organization chart#e Reed College Library is operated by 26 members within 13 departments.

#eir titles and departmental designations are listed below:

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Reed Library: Strategic Plan 2011-2014 6

Guiding Values

#e guiding values of the library are: Respect, excellence, innovation, dedication, and stewardship.

#e stakeholders involved are the College President, the Library Sta!, the Board of Trustees, the Faculty, and the Stu-dent Representatives. #eir mandate is that the mission of the library should complement the mission of the school.

Mission#e mission of the Reed Library is to provide collections and services that support the educational goals of the col-

lege. In response to the recent revision of our vision and mission statements, this strategic plan will incorporate new initiatives that reflect our values. In addition, we will continue to fine tune the services already o!ered by the Reed Library.

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Reed Library: Strategic Plan 2011-2014 7

LIBRARY MANAGEMENT TEAM#ere will be many people involved as members of the strategic planning committee. We value the views and dedica-

tion of current employees of Reed Library as well as those of the community. For this reason the strategic planning committee for the Reed Library will include current sta!, members from the community, current students, as well as business personnel.

#e dedicated sta! on the committee looks forward to forging meaningful relationships with members of the com-munity as they draw upon each other’s ideas and views to create a culture of educational enrichment at Reed College.

We are pleased to present the 2011–2014 strategic plan for Reed Library. #e creation of this plan has involved a study of service area demographics, gathering input from the College community, comparison to other academic librar-ies, and forecasting future financial resources. We look forward to strategically working towards the goals and objectives set forth, and to the stewardship and expansion of knowledge.

Planning FactorsTravel. Many of the external members of the planning team travel and getting them to commit to every single meet-ing will be di"cult.

Experience. #e technology professionals on board have never helped on a team for a college library.

Application. #e LEED Professional has done many architectural projects focused on “greening” but never with a college library.

Planning TeamGwen Alexander, President of Reed College

Internal, community member. She is the education coordinator and a member of strategic planning committee, Col-lege President for the past 4 years, and is very excited about any changes that will benefit the college.

Kristy Kemper Hodge, Library Director

Internal, current employee of Reed College. She has been director of the library for 10 years, and is always excited about innovation in the library.

LeGrand Olsen, Technical Head

Internal, current employee of Reed College. He has been technology manager in the library and the college in general for the past 5 years and wants to maintain excellent service for many years to come.

Chris Hu!, Reference Head

Internal, current employee of Reed Library. He has been the head of reference for the past 8 years. He is passionate about helping students do research.

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Reed Library: Strategic Plan 2011-2014 8

Juana Diego, Programming and Student-Worker Coordinator

Internal, current employee of Reed Library. She has been in this position for the past 2 and half years and has knowledge in time management and planning.

Valeria A. Lopez, #ird-Year Student

Internal, community member. She is involved in many activities on campus and within the library, and was brought on board to bring in fresh ideas for the college and library’s future.

Johnny Depp, Chair of Environmental Studies Department

Internal, community member, and member of the strategic planning committee. He has been a professor at Reed College for past 25 years, and his vast knowledge and experience of setting sustainability plans in motion will be invaluable to this committee.

Jonathan #omas, Certified College Public Accountant

External, community member. He is a contracted financial advisor and a strategic planner who has been working with Reed College for the past 15 years and wants to continue helping the college in its progress with the library.

Nathan Good, LEED Accredited Professional

External, community member. A contracted consultant and a member of the strategic planning committee, his 25+ years of experience with sustainable architecture practices will greatly benefit this committee. He was the fifth per-son in the nation to get accredited as a LEED professional. Has had experience with buildings as small as residential homes up to grand galleries and wineries. His obvious passion for environmental issues is balanced by his lack of experience with the college setting.

Belinda Gates, Manufacturing Engineer at Tektronix

External, community member. She is a contracted consultant and a member of the strategic planning committee who has a background in innovative technology. She is a key contributor in the development of processes that pro-duce, calibrate, and test electronic circuits and instruments.

Perri Parise, IT Manager and System Engineer at Intel

External, community member. She is a contracted consultant and member of strategic planning committee, with 20+ years of experience as a technology engineer with Intel, and excellent relations with local colleges.

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Reed Library: Strategic Plan 2011-2014 9

CURRENT REALITY

Environmental Scan#e use of mobile devices to access both the Internet in general, and library resources in specific, has increased dra-

matically in the last 5 years and will only continue growing in the foreseeable future.

User-Generated Content

We live in a society where user-generated content is a part of everyday life in the form of YouTube, Twitter, Tumblr, and many other sites. Some libraries are creating space and o!ering instruction on how to use these services. Other libraries are even turning user-generated content into part of their collection, one example being the Salt Lake City Public Library’s “#e Hive.” A few libraries are even experimenting with user-generated cataloging, i.e. folksonomy.

E-books

#e world of publishing is being turned on its head by e-books. In 2009, they were 3% of book sales, and while that number may seem small, it is important to acknowledge that it was a 270% increase from the previous year. Also, it is forecast that by 2015 e-books will make up 10% of the book market. #is will have a profound impact on libraries as publishers and authors fight to retain some control of their intellectual property right in the face of what could easily be seen as free, unlimited lending from a single purchase. While this will largely play out as this strategic plan is being implemented, the first grumblings of the inevitable fight can be seen in articles like “How Not to Get Libraries to Lend Ebooks.”

Server Space

A growing technology trend that is likely to make a significant di!erence to libraries in the future. #e advantage of converting to this kind of service is reducing the cost of on-site server maintenance. Also, this can drastically reduce the sta! and personnel costs associated with such maintenance. #is will not mean the loss of a position necessarily, but more likely freeing up time to focus on other projects and day-to-day operations.

Global Trends in Green Energy

Green Energy is making global headway and setting record gains as an industry. It is also setting records in use. Com-panies worldwide are setting green policies and initiatives.

#e “Green” sector survived the economic downturn, with share prices rising almost 40% in 2009 and trends are still moving upward.

Wind: In 2009, wind accounted for 56% of renewable energy used and is a $67 billion industry. In the 90’s, wind power only existed in a handful of companies and is now in use in over 82 countries.

Solar: In the last decade, solar power has grown by an average of 60% every year. However, 2010 has su!ered a finan-cial pitfall for solar energy due to an over-supply of products. An estimated 70 million households worldwide use solar hot water heating.

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Reed Library: Strategic Plan 2011-2014 10

Biofuels: Biofuels ranked 3rd in growth

Biomass: Ranked 4th in growth

Geothermal: Is dropping and continuing to drop.

Energy E"ciency: Energy-smart technologies saw a 34% rise in 2009 and ended the year as a $4 billion industry. Energy-smart technologies attracted more venture capital and private equity investment than any other clean energy sector.

#e cost of not staying current with these trends is the possibility of marginalizing our services by not meeting our patrons where they are with materials in a form or format that is easily accessible, and potentially losing alignment with the goals and mission of Reed College itself.

SWOT AnalysisStrengths

#e strengths of Reed Library are our personnel who are dedicated to the liberal arts mission—which is very student focused and service oriented—and our excellent collections.

Weaknesses

#e weaknesses of Reed Library are that we don’t have quite the right mix of personnel to respond to the changes that are coming in the library world. We need a good systems librarian, and additional paraprofessional sta!. A weakness of e-books is the question of ownership. With physical books the library unquestioningly owns that physical resource; with e-books, the vendor or publisher retains ownership of the original file and the library simply purchases access rights to a secure server which hosts the file.

Opportunities and !reats

#e external opportunities for Reed Library are the potential to join larger, more robust library consortia, and keep-ing up with current technological trends, such as those mentioned above, and on-line reference services. One important opportunity is that the Reed Library has a stable budget, as well as a strong and stable relationship with the College IT department, and excellent support from the Dean.

Organizational Performance#e Reed Library is actively increasing its digital collections and has dedicated three full-time librarians to digital col-

lections as well as electronic access.

Our performance targets are that students will have access to materials in formats they prefer, that keep up with the digital marketplace, and are accessible on devices they readily use.

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Reed Library: Strategic Plan 2011-2014 11

Key MetricsReed Library will keep their digital collection up to pace with the market demand. According to Pew Report, ebooks

will make up 10% of publishing by 2015. Reed will build an electronic collection that attempts to do at least the same. In essence, Reed will attempt to increase our digital holdings to 10% of the total collection. Reed hired two librarians to build up this collection. Libraries typically move just behind the market curve as to not waste resources as technol-ogy quickly advances and prices lower from their initial high-water mark. An example would be VHS or Beta. Most libraries did not create a Beta collection because they waited to see what would come of the new (at the time) technol-ogy. #is played out again when large format laserdiscs emerged, only to be replaced with DVDs.

Gap AnalysisUnlike traditional print books, librarians cannot just buy a digital book and circulate it as they normally would.

Libraries are reliant upon the limits placed on ebooks by the vendors that supply them. Ebooks come with various licensing restrictions that rarely reflect library circulation policies. Additionally, only some books are made available digitally. #is means that librarians may not be able to build the best collection, but rather a collection of what is simply available. While it is likely that more and more titles will be readily available in digital forms in the future, older titles—and even entire subject areas—may be hard to acquire. #ough it will be easy to build up to the 10% goal, it may not manifest as a well-rounded or solid collection at first as it may take some time before publishers and vendors catch-up with the demand for digital books.

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Reed Library: Strategic Plan 2011-2014 12

NEW PRIORITIES

Strategic ProfileWe know it’s important for libraries to have a strategic plan, though many do not. Libraries are increasingly becoming

user-centric in practice. #ere is also a growing trend of focusing on sustainability, especially since libraries are tradi-tionally powerful consumers and distributors of resources and materials. Additionally, there is an increasing transition to digital assets, materials, and resources, though the drawback of this transition is managing the time and energy of sta! who are responsible for maintaining these systems and tools.

#e Reed Library’s mission, vision, values, and overall strategic plan must align with those of Reed College as the parent institution. If the college has identified a particular strategic direction, the library needs to determine how it will complement and support that direction. #e ultimate goal is to serve the needs of the Reed College students and faculty.

Future Vision#e Reed Library strives to be a center of excellence on the College campus by committing to the following values:

Service #rough Collaboration—by forming creative partnerships with all colleges and departments the Library will provide e!ective service to the student body.

Innovative Service—by investigating developing and emerging technologies the Library will be proactive in providing relevant access points to resources.

Stewardship of Knowledge—by being mindful that the Library is a shared repository, the Sta! will allocate resources to best meet the students’ information needs.

Expansion of Knowledge—by valuing knowledge gained both in and out of the classroom the Library will foster open inquiry, reasoned thought, innovative research, and creative expression.

Excellence of Service—by developing a knowledgeable and skilled sta! the Library will provide consistently high-quality services and instruction.

Dedication to the Greater Community—by expanding our drive for a greener and more environmentally friendly library, we will better serve not only our patrons but also the broader global community.

Respect of Tradition—by staying true to the core values of librarianship the Library will continue to protect the stu-dents’ right to access information and their right to privacy while constantly pushing for new ways to better serve our community.

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Reed Library: Strategic Plan 2011-2014 13

Our vision of the future is compelling because it is global. It takes the Reed Library above and beyond with a big-picture emphasis, which is important when staying on-trend and relevant for users in the current environment. For a college library that’s already doing great things and has a strong user-centered focus, we are able to tackle other large, community-wide issues without losing an emphasis on service and students as users.

#e Reed Library has a long-standing tradition of excellence. Historically, Reed Library has focused on why we of-fer services but perhaps did not give enough attention to how we o!ered them. Our new strategic plan incorporates initiatives that take a closer look at how we o!er quality services, incorporate new technologies, and responsibly use the earth’s resources without overtaxing our library budget.

In light of this bold new vision, our mission statement has been revised to read: #e Reed Library seeks to enlighten, enrich, and empower the students, faculty and sta! of the College through the development and maintenance of rel-evant collections, collaborative partnerships with faculty, friendly sta!, timely services, as well as quiet spaces to meet and study. #e Reed Library promotes these services to foster the e!ective use of its facilities and materials in an e!ort to both increase information literacy and support the creative and research needs of the College community.

Strategic Initiatives#e Reed Library should continue its focus on electronic collection, and the e-collection should keep pace with the

public market, as well as our patrons’ expectations. As e-book sales are estimated to make up 10% of the market by 2015, Reed should aim for attempting to have 10% of our collection be e-books by the end of our strategic plan. Also, the Reed Library provides valuable instruction and is an excellent asset for students, particularly with the thesis re-quirements for graduating seniors.

We need to create a mobile version of our catalog, examine means by which we can “green” the library, and identify any areas where the Library is out of sync with the College. #ese impact the sustainability of the Library which is funda-mental to sustaining library services.

We need to slow the reduction in hard copy journals and magazines while continuing to increase our electronic access. #is ties into our e!orts to green the library by encouraging more paperless materials, resources, and practices. Further, this ties into our focus on improving mobile and web access to library resources.

To close the gaps between what we are doing now and where we want to be, we should perform half-yearly environ-mental scans. In relation to technology, there are already institutions that are conducting regular research that can inform the development and implementation of our technology plan. By keeping a pulse on what is happening outside of libraries, we can make informed decisions that will keep our library up to speed with technology and relevant to our students and faculty.

By reducing the costs associated with owning and maintaining servers for the library, the library can reallocate money from the existing budget for the greening of Reed Library. Additionally, sta! time spent working on server maintenance and repair can be reallocated to the development of improved web resources.

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Reed Library: Strategic Plan 2011-2014 14

Strategic Initiatives, Objectives, and Measurable Outcomes

Initiative: Develop a technology plan for Reed Library

Software as a Service#e outsourcing of the servers could be implemented at the beginning of the new budget year. Reed College currently

owns 10 servers. All but one of these will be outsourced to SaaS, with the one remaining server used to maintain the firewall of the library.

#e IT department will perform preliminary work and negotiate contracts to convert to this service in time for the new budget year. It is common and expected that initial conversion will be implemented along with a few unexpected glitches. #e first weeks will involve IT ironing out the kinks associated with the conversion process. Once any initial issues are ironed out, service should be seamless and mirror using our own servers. #e biggest result will be a reduc-tion in employee hours associated with the maintenance of the servers. We should be able to go from four server main-tenance employees to one.

#e cost of these projects are estimated at:

$5,000 yearly maintenance contract for Software as a Service (SaaS).

$3,000 yearly firewall contract.

$200 yearly web hosting contract.

#is is an average savings of 10–15k per year, and could be as much as 20k per year.

Objectives and Action Planning

Objective: Enroll in Software as a Service.

Responsible Parties: Administration and Electronic Resources.

Measurable Outcomes:

By 2012, 90% of Reed Library’s servers will be transitioned to an o!-site server provider.

By 2012, 75% of Reed Library’s technology support will be maintained by an o!-site Software as a Service pro-vider.

Action Items:

Research and select a company that provides SaaS.

Transition from on-site server to server farm.

Uninstall, remove and sell all but one local server.

Select one server maintenance sta! person from the prior team.

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Reed Library: Strategic Plan 2011-2014 15

Objective: Develop a mobile-friendly library website and web catalog

Responsible Parties: Electronic Resources and Web Site Teams

By reducing the number of employees dedicated to maintain the servers from four to one, the three other tech em-ployees will be free to work on this objective.

#e three tech employees formerly assigned to maintain the servers will be reassigned to create the mobile version of the library catalog and website. #e first six months will be research and creation of the new site and tools. Usability testing by library users will follow this. Any reasonable recommended changes will be implemented and the site will be tested a second time. By the beginning of our second year of the strategic plan, the mobile site will be up and running. It is expected that a minimum of 20% of our student users will be accessing the library site via mobile device.

Measurable Outcomes:

By 2012, Reed Library web catalog will be redesigned to be increasingly navigable on mobile device.

By 2013, Reed Library website will be redesigned to be easily navigable on mobile devices.

By 2014, there will be a 20% increase in library users accessing web resources via mobile devices.

Action Items:

Create mobile platform for library catalog and website.

Conduct usability testing amongst library users.

Incorporate changes for mobile sites and repeat usability testing.

Go live with mobile sites.

Develop and rollout communication to Reed students and faculty to promote improved mobile access to library web resources.

Initiative: Integrate green practices and energy resources into Reed Library operations and facilities

Greening of the Library#is could be implemented at the beginning of our strategic plan. Early estimates using a light bulb conversion

calculator show that replacing the first 100 bulbs will result in a minimum of $2,000 in energy savings our first year. #e savings in energy usage will help o!set the cost of using a more expensive light bulb. We could use existing main-tenance employees and change the materials used that would make our buildings more green and energy e"cient. #e end result would be less waste and less energy consumption.

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Existing sta!, money, and new energy e"cient resources will be needed to implement this initiative. We could col-laborate with an Environmental Science & Studies professor as an internal consultant as a way to keep costs low (as compared to an external consultant).

Objectives and Action Planning

Objective: Update library lighting with sustainable, green technology

Involved Parties: Reed College Maintenance & Facilities

Measurable Outcomes:

Begin phasing out incandescent and traditional fluorescent bulbs by replacing them with compact fluorescent and LED bulbs beginning in 2011.

100% transition to energy e"cient bulbs throughout library by 2012.

By 2013, increase natural, passive lighting by installing one Sunflower Sundolier as a non-invasive, less construc-tion-intensive alternative for providing natural light to library spaces with scarce natural light.

Install roof-top photovoltaic solar panels by 2014 to provide renewable energy to power 15% of the library.

Action Items:

Work with vendors who provide sustainable lighting products, such as compact fluorescent and LED bulbs.

Identify appropriate products and transition orders to newly identified lighting products.

Begin phasing in new products by restocking with green light bulbs as traditional bulbs burn out.

Contact Sunflower Corporation to coordinate purchase and installation of a Sundolier.

Coordinate purchase and installation of rooftop photovoltaic solar panels.

Apply for applicable government funds and grants provided to support businesses and non-profit organizations with sustainable facility improvements.

Objective: Transition to recycled paper products throughout library operations

Involved Parties: Library Management & Reed College Maintenance and Facilities.

Measurable Outcomes:

By 2012, 50% of Reed Library’s paper products will be replaced with recycled paper products.

By 2013, 100% of library paper products will be replaced with recycled paper products.

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Action Items:

Work with vendors that specialize in supplying recycled paper products, including recycled hygienic paper for library restrooms.

Identify appropriate products and transition orders to newly identified recycled products.

Begin phasing in new products by restocking with recycled paper products as traditional paper supplies run out.

Slightly increase the cost of making copies to o!set the use of recycled paper.

Objective: Purchase “Green Source” energy from current energy provider, PGE

Involved Parties: Administration

Measurable Outcomes:

O!set library energy usage 100% by supporting local renewable energy through purchase of “Green Source” energy in 2012 fiscal year.

Action Items:

Enroll in “Green Source” energy program through PGE

Amend contract and billing details as necessary to support enrollment.

Ensure that Reed College Library is listed on PGE website as an enrolled member, and update the Reed College sustainability’s webpage to include this information.

Performance Management#e SaaS will be the first initiative implemented. #is will be the least time intensive and least intrusive while free-

ing up monies through the reallocation of resources. Transitioning to SaaS will free up 75% of the technical sta! that were employed to support and maintain the servers. #ese sta! can then take on the task of redesigning the library’s web catalog and website to serve as better mobile web access points. Ideally, the funds saved from transitioning to SaaS will also allow for the development of the green initiative. #e hope is that as the library saves money with energy costs, those funds can be used to further bolster the green plan for the library as the strategic objectives are implemented.

#e first initiative’s completion is key to the depth of our financial implementation of our second initiative. #ere are no resource conflicts between these initiatives as the first frees up resources to be used in the second initiative.

All assignments made to sta! to support our strategic plan will be incorporated into employees’ schedules. Monthly progress reports will be completed to determine if initiatives are on course for implementation.

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If measured outcomes are not achieved, additional or new objectives will be implemented to help achieve goals. Addi-tionally, a half-yearly environmental scan will keep us informed as to whether our initiatives are still relevant. #is will be especially important for the objectives that have a later starting date.

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Reed Library Budget

#e proposed 2011-2012 budget outlined here is based on projections from the 2010-2011 budget cycle, and there-fore is subject to change. It is intended to provide an overview of the financial changes that will be required to fund the proposed strategic initiatives. Given the di"culty of projecting too far into the future, the proposed budget covers the initial year of the strategic plan (2011-2012). Implications of the funding for the additional two budget years covered by the three-year strategic plan are discussed below.

Expenditures 2010-11 Actual Budget 2011-12 Projected BudgetLibrary Staff Salaries $3,627,885.62 $3,650,000.00Preservation Services $52,039.34 $52,050.00Computer Systems $148,683.84 $123,683.84 Web Development* $0.00 $1,000.00Bibliographic Utilities $111,512.88 $111,550.00Information Resources $2,750,650.98 $2,659,773.41

$660,156.24 $573,000.00$110,026.04 $121,028.64$962,727.84 $831,000.00$852,701.80 $937,971.98

Audiovisual Materials $41,259.76 $42,500.00 Interlibrary Loan & Document Delivery $27,506.51 $28,000.00 Other collection expenditures $96,272.78 $126,272.78Other Library Operating Expenditures** $743,419.18 $813,419.18

Budget Total $7,434,191.84 $7,654,360.51

* Inapplicable for current budget year, 2010-2011

** Subject to change, as figures for current budget year are yet to be calculated - see Other Library Operating

Expenditures below for more information

Library Staff SalariesWith no plans to increase or decrease library sta"ng, funds needed for sta! salaries remains relatively stable and ac-

counts for nearly half of the library’s total budget.

Preservation ServicesFunds necessary for preservation of library materials in the 2011-2012 budget cycle are expected to remain steady.

Computer Systems and Web Development#e strategic initiative to develop a technology plan for Reed Library will significantly impact the funds allocated for

computer systems and, to a lesser extent, for web development. By enrolling in Software as a Service, the library will cut costs from this portion of the budget by $10,000 to $20,000 annually, even with the enrollment fees and charges. #ese funds will then become available for use in support of our second strategic initiative of greening the library (see Other Library Operating Expenditures below).

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An additional $1,000 is budgeted for web development costs that may be incurred as the redeployed technology sta! create and implement a mobile access web catalog in the first year of the strategic plan. #ese monies will be adequate to cover any licensing fees necessary should the web development team create a new tool for the Reed Library website.

Bibliographic UtilitiesSince bibliographic utilities operate on multi-year contracts and cost increases are infrequent, this line item is bud-

geted at a similar amount for 2011-2012 as it was for 2010-2011.

Information ResourcesBooks and Serials

Decreased availability of print serials is projected to significantly lower the funding needed for these materials. Al-ternatively, the increased availability of electronic serials will cause a smaller increase in funding necessary to purchase these materials for the library in the coming budget year. #ese projections apply to both backfiles and current serials. Regular funding for books has been incorporated into the proposed budget.

Audiovisual Materials

#e recent expansion of Reed Library’s audiovisual holdings enables us to budget for a similar amount of funds for the coming budget year as we did for the current one. No significant increases are expected.

Interlibrary Loan (ILL) and Document Delivery

#e only anticipated increase in necessary funds for these two services is an increase in postage costs. For this reason, the allocated funds remain similar from the current budget year.

Other Collection Expenditures

#e funding level for this portion of the budget has been projected based on regular increases observed in recent bud-get years. #is cushion will continue to provide the Reed Library with the ability to respond to unforeseen collection needs and emergencies as they arise.

Other Library Operating ExpendituresOperating expenses for the coming budget year will be greatly a!ected by the proposed 2011-2014 strategic initia-

tives, and especially by the initial cost increases anticipated by the transition to eco-friendly and energy e"cient prod-ucts.

Fortunately, savings from enrollment in Software as a Service under the technology plan initiative will serve to o!set some of the projected cost increases of the green initiative. Additionally, as the Reed Library adopts more energy-e"cient products, the reduction in energy costs will continue to o!set the costs of the new products. #ese savings are anticipated to be evident soon after the implementation of green and energy-e"cient products. As with other new technologies and products, costs often decrease as they become more mainstream and more commonly manufactured.

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It is foreseen that the costs associated with greening the library will continue to go down over time, while energy sav-ings will continue to climb, thereby creating a financial equilibrium that will allow us to maintain green practices.

O"ce Supplies

Figures for the total cost of o"ce supplies from the 2010-2011 budget year are still being calculated; however, it is an-ticipated that the transition to 100% recycled paper throughout the library will result in an 18% increase in paper costs.

Lighting Supplies

Similarly, figures for the total cost of light bulbs from the 2010-2011 budget year are yet to be determined. With a transition to energy-e"cient bulbs beginning in the 2011-2012 budget year, it is anticipated that light supply costs could increase by as much as 260%. #is increase at first seems incredible; it is important to understand, though, that energy-e"cient bulbs will save thousands of dollars in utility costs and that the new bulbs last as much as five times as long as traditional bulbs.

Green Source Energy

#e most powerful investment Reed Library can make in becoming a green library is through the purchase of green source energy via our current energy utility company, Portland General Electric (PGE). #is purchase amounts to a 10% cost increase in addition to monthly utility charges; it also allows the library to o!set its energy usage by 100%, providing an opportunity to take a huge step toward eco-friendliness and green business practice.

Future Building Improvements and Energy Trust Incentives

#e costs associated with future proposed building improvements will be budgeted into future years based on strate-gic initiative plans and objectives; therefore, they are not included here. #e strategic planning committee agrees that an accurate budget proposal is more financially prudent than a pre-emptive guess at future costs.

Over the course of the implementation of green products and equipment as outlined in the strategic plan, the Reed Library will be eligible for government incentives from such organizations as Energy Trust. #ese funds, while yet to be calculated based on implementation of applicable products and technologies, will further o!set the initial costs of said items. #ere is a potential of a 35% return on lighting project costs, which provides a strong incentive to participate in these programs to our full advantage.

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CONTINGENCIES

Initiative 1: Develop a Technology Plan

Software as a ServiceA lack of focus and coordination in undertaking this project is one concern. With such a large-scale endeavor, it is

necessary for everyone to be on the same page and following the planned migration of files and services to the Software as a Service (SaaS) provider. With three of the four IT members slated to be moved to focus on mobile-accessible web design for the library, the focus of all members—regardless of post-shift status—is imperative in successfully imple-menting this task.

It is possible, though not expected, that some IT members may lose focus upon receiving their notification of depart-mental status, particularly if they begin looking to work on the mobile-access project prior to fully completing the SaaS project. It may be helpful to provide some form of incentive for a speedy and mistake-free completion of the transition.

Were this project to flounder—or if there are too many setbacks caused by human error—the ability for students, faculty, and sta! to use the library’s resources at their optimal level will be in jeopardy.

In order to plan for the worst case scenario—the inability, or hindrance, of students, faculty, and sta! to optimally access library materials—a back-up system will still be in place until full testing of the newly populated SaaS server has been completed.

Mobile-Friendly Library Website and Catalog#e primary roadblock to this would be unexpected shifts in mobile technology—and perhaps other unforeseen tech-

nologies or platforms—during the design, testing, and implementation of the Reed Library sites.

At the rate of technological change, and rapid shifts in user preferences for information access, it is likely there will be e!ects that threaten the design and development of this project.

A grand-scale shift from current technologies/platforms of access during, or near the completion of, the design and implementation process would be the most damaging scenario.

Environmental scans will be performed every six months. #ese scans will provide the necessary survey of current and projected methods of mobile access. Doing so will allow the designers to reassess and modify designs as needed during the multi-year process leading to the successful launch of the updated library catalog and website.

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Initiative 2: Integrate Green Practices and Energy Resources

Install Green Technology to Improve Environmental Efficiencies#e primary threat to the implementation of this initiative is a lack of projected funds required for the up-front costs.

With such a large-scale project—and hope for securing grant money and tax credits—any budget shortfalls could seri-ously hinder the project.

It is somewhat likely that there will be some sort of budgetary shortfalls which may occur over the course of the multi-staged project, however, some of this may be o!set by rapidly falling market prices as such technologies become more widely adopted, and the economy-of-scale goes into e!ect.

Any serious budgetary shortfall—due to lack of grant money and tax credits, a realignment of library/college funds as needed for other projects or emergencies, or another unforeseen circumstance—would be most harmful to the project.

Were this shortfall to occur, either a scaling down or “shelving” of certain aspects of the project, or a strong push for funds from elsewhere (Friends of the Library, environmental groups, targeted alumni) would be required to complete the project as proposed.

Purchase “Green Source” EnergySecuring an agreement with the college and library directors to allocate funds for the transition towards “Green

Source” energy from PGE may be di"cult at first, based on the approximate 10% cost increase per month, above the “standard” energy source profile.

#e chances of this happening would vary, depending on the state of the college and library budget during that time.

If the college and library directors deny approval of the allocation of funds for the upgrade to “Green Source” energy, it would be impossible for this part of the initiative to come to fruition.

A compelling case must be made—which should include the environmental and social benefits of “Green Source” energy, as well as the improved image it helps project of the college and library—in order to sway the decision makers to approve this plan, as the directly tangible benefits are di"cult to quantify.

Transition to Recycled Paper ProductsAt an approximately 18% increase in cost (based on O"ceMax standard paper at $7.19/ream, and O"ceMax 100%

recycled paper at $8.49/ream), justifying the cost would be the major barrier to implementing this plan.

#e cost margin between “standard” and “100% recycled” paper is significant, though may shrink over time as more companies o!er the recycled paper options, and in greater production.

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Without the proper allocation of funds for this segment of the plan, it would not be possible to implement this transi-tion.

As an alternative, the library could purchase 100% recycled paper, and implement measures to conserve and reuse pa-per, in order to make up for the di!erence in price, or propose using 30% or 50% recycled paper instead, which would reduce the cost per ream compared to 100% recycled paper.

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CONCLUDING REMARKS

Organizational Profile (Jonathan & LeGrand)A relatively well-designed library to begin with—in organization, structure and collection—the Eric V. Hauser Me-

morial Library was identified as having deficiencies, which we’ve addressed in concurrence with meeting the mission and vision statement directives.

Prep/Planning (Juana)#e planning group is made up of key people within the library and others who play a vital role in decision-making in

order for the strategic plan to work. All come with experience, though not all experience is directly related to working on a strategic plan committee in a private college setting.

Current Reality (LeGrand & Chris)Our environmental scan assessed trends outside of the library that influenced demands and expectations of library

services and was critical to identifying possible new directions for the library.

New Priorities/Action Plan (Kristy & leGrand)Our new priorities are proactive, responsive to the outside realities that are shaping our world and position the library

to be socially responsible as stewards of the resources they use. Our action plan is timely, practical and incorporates the reallocation of resources to accomplish more with our financial resources than in years past.

Contingencies (Jonathan)#e proposed initiatives will require sustained focus and communication, ongoing awareness of community needs

through environmental scans every six months, and creativity and persistence in securing and applying funds in the execution of the strategic plan.

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TEAMWORK NARRATIVE

In debriefing around the forming of our team, all members unanimously agreed that we had a distinct advantage from the beginning—all of us have worked together in some capacity throughout the first year of graduate school. #is provided us with an awareness and understanding of one another’s personalities, work patterns, and strengths that we could utilize while forming our team. We all agree this contributed greatly to the overall success and relative smooth sailing of our Awesome Action Faction.

FormingTeam forming began immediately. We met the first time right after the first class weekend to powwow and establish

an initial baseline and direction. During this meeting, team members nominated others and volunteered themselves for key roles within the group, including leader, secretary, and presentation-maker. #is team already had enough cohesive-ness that there was even some constructive pushback at this very first meeting when establishing roles. #e pushback and role setting focused on identifying the team members with appropriate strengths for his or her role and on ensur-ing workloads were balanced, as well as realistic.

Amazingly in this brief first meeting, we agreed almost immediately on the focus our strategic plan would take and determined that we would write a plan for an academic library because we all wanted to learn more about the academic library world. #is eagerness to embrace the unknown and subsequent inquisitiveness has continued to serve our team well. As one team member states, “we were relatively familiar with each other which created a more ‘open’ dialogue than if we were to flashback to first semester and be given the same task; we would’ve been much more tentative to o!er ideas for group discussion.” Another team member reflected that he “left the first meeting with a good sense of our abil-ity to work together,” and liked “how quickly people were to volunteer for things and the meeting felt productive.”

StormingWith such a solid forming foundation from which to start, our group’s storming phase was really quite peaceful

and productive. Establishing a direction and clear roles at the very beginning gave us little reason to question control, though there was some questioning about direction that took us down an intriguing path!

Overall, however, the team acknowledges that the storming of our group was smooth for several reasons. Team mem-bers observed that “there was a distinct lack of egotism in our group” and that “there seemed much less emphasis on egos and more on the project and how we could make it a success together.” At this point in our team development, we began utilizing the wiki page, creating a “strengths and weaknesses” section where team members could share their self-knowledge about what works for them and what doesn’t. #is provided the team “a basis for better understanding what our teammates bring to the project and later led to the assignment of appropriate roles,” such as the editor role, which was assigned later in the project.

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Norming#e team has identified several indicators of when they felt norming was taking place. One cites the establishing of

roles at the first meeting as the basis for the norming that continued as we began working on the assignment. Another team member identifies the first Adobe Connect meeting (we met weekly on Adobe Connect after our first meeting) as the point where “we were solidly in the norming stage.” #e team leader felt norming occurred as we collaborated on developing our mission and vision statements, as these items focused our identity and purpose as a team.

During this time, a meeting schedule was determined, deadlines were decided upon, and we agreed upon tools we would use to collaborate, such as the team wiki, which proved invaluable. #e wiki tool is cited as an important part of our “relatively tranquil” norming period; one team member reflects that it was helpful for him to see where we really were with the progress of the project.

Another team member observes that the team maintained a great balance between support and understanding with accountability. When situations arose that caused roadblocks for the project or delayed deadlines, team members were understanding, but without losing sight of the work that needed to get accomplished. Constant communication was really vital in keeping the team informed; the respect we have for each other was also reflected in everyone’s desire to perform to the best of our ability, and yet to alert the others when something came up that impeded our ability to meet deadlines or expectations.

Performing#e team’s performing stage truly began early on in the project, however, the last several weeks have demonstrated

the ability of the team to really knuckle down, forge ahead, and power through the immense amount of work it’s taken to develop our strategic plan and presentation. A forward vision has served our team well; we began establishing final deadlines for our project very early on so that we could reverse engineer smaller deadlines to give ourselves plenty of time to complete this assignment. A steady leader and weekly meetings supported the team’s performance with weekly progress checks and reminders about approaching deadlines. One team member observes that the weekly meetings “have helped to keep us all on task and to keep us honest about where we are in relation to the deadlines set by the team.” When weekly meetings were not frequent enough, the team communicated via email, text message, and phone in between so we could stay on top of our project.

#e dedication to a quality end product, open lines of communication, cohesiveness of the team from the start, and personal responsibility exhibited by each team member have made this team successful. We have enjoyed working together, have a genuine appreciation of each other’s talents and skills, and an innate mutual respect that has shown through in everything we’ve done collaboratively. We all agree that this has been one of the best teams we’ve been able to work with throughout our graduate school experience so far.

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APPENDIX

Summary Report of Team Project ActivitiesReed College Library Strategic Plan

Kristy Kemper Hodge, LeGrand Olsen,Chris Huff, Jonathan Thomas, Juana Diego

October 2010

Emporia State University SLIM – LI 805

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THE AWESOME ACTION FACTION MINUTES – 9/11/2010, 5:00PM-5:30PM

Location: PSU Campus, outside of classroom

Prepared By: Jonathan #omas

Present: Juana Diego, Kristy Kemper Hodge (Team Leader), Christopher Hu!, LeGrand Olsen, Jonathan #omas (Team Secretary)

Goals of Meeting:

#is meeting is an opportunity for all members to meet and discuss the initial direction of the project.

Meeting Minutes:

Kristi is nominated as the “team leader”, and accepts the nomination; Jonathan will be the “secretary” for the group; LeGrand will be preparing the PPT presentation for the project.

#e group will be focusing on an academic library.

It has yet to be decided whether this will be a private or public, real or fictitious university.

#e group plans to include in the strategic plan the addition of a substantial collection to support an undecided new program (some ideas included pre-med or architecture) at our sample university.

Preparations for Next Meeting:

Members are expected to further review relevant readings and the assignment instructions, and bring ideas for possible directions of the strategic plan.

LeGrand will be contacting Rachel Bridgewater (previous professor, at Reed College) about current issues in academic libraries.

Jonathan will be posting to file exchange the PPT file from the academic libraries presentation from last semes-ter, to be culled for ideas on current topics to be addressed.

Jonathan will begin drafting a meeting minutes and summary report format to be posted in some form to Bb.

Kristy and LeGrand will pursue options for project outline templates.

Next Scheduled Meeting: Sunday, Sept. 19th, 9:00pm – Adobe Connect (Online)

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THE AWESOME ACTION FACTION MINUTES – 9/19/2010, 9:00PM-10:25PM

Location: Adobe Connect (online)

Prepared By: Jonathan #omas

Present: Juana Diego, Kristy Kemper Hodge (Team Leader), Christopher Hu!, LeGrand Olsen, Jonathan #omas (Team Secretary)

Goals of Meeting:

Finalizing a team name for submission to Rajesh.

Finalizing the type of library we’re strategizing for – this includes the size of library, its funding structure (i.e., public, private), and the community in which it is located (this is based on our mission worksheet provided by Rajesh).

Discussion of the values and mission of our organization – create draft of these.

Discussion and draft of a vision statement – the second exercise Rajesh provided us a worksheet for.

Development of a project plan and timeline, using LeGrand’s planning tool – includes assigning responsibilities, deadlines, tasks, etc.

Further discussions about strengths and working preferences of group members so duties can be assigned to align with our respective strengths.

Schedule next meeting.

Meeting Minutes:

Team name established – “#e Awesome Action Faction”.

#e group will be using Reed College – a private institution in Portland, OR – as the basis for its strategic plan. An alias, and false location, will be used to hide the identity of the actual institution. Rachel Bridgewater will be utilized as a contact from inside the library sta!, primarily through LeGrand. Past students in our cohort (and current students, should we find how to best do so) will be consulted as well to obtain information on how they perceived the library, and how it could be made better. Sample Question to pose – “if you could have one thing/change one thing, what would it be?”

Organizational Values were proposed, for future revising and paring – Collaboration; Scholarship and new research; Service; Diverse Collections (representative perspectives); Access to information; Educational enrich-ment; Stewardship; Intellectual freedom/privacy.

Mission/Vision to include – Service through collaboration, commitment to excellence, value, and access…more to be added via Wiki pages for worksheet 1 and 2.

Chris will be the editor for the final paper and PPT materials, to ensure proper flow and prevent overlap.

Weekly meetings proposed (Sundays at 9pm is well-agreed upon), and accepted by all. #e group will schedule on an ongoing basis however, with new Wiki page to be created by LeGrand for members to post any expected conflicts.

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#e group agreed that ample “fudge room” should be given in planning back from the o"cial deadlines for the final paper and the presentation. No o"cial dates were scheduled, but an “extra week” was proposed, as well as an understanding that LeGrand will need extra time for preparing the PPT from everyone’s materials, and Chris will need the same for editing the paper and the PPT materials as required.

Preparations for Next Meeting:

LeGrand will be contacting Reed alumni Jenn Keyser, from SLIM-OR10, for her thoughts on the library, what she liked about it, what could be improved, etc. Elizabeth Schmidt is another Reed alumni the group could contact for a di!erent perspective.

Juana will be collecting statistical information on the Reed library and university population, including students (full-time, part-time, under-graduate, graduate), faculty population, collections statistics (books, journals, e-journals, etc), any special features (roving librarians, online chat, etc), library faculty stats (librarians, paraprofes-sionals, student workers, subject librarians, IT support sta!, etc), library materials budget, and any other infor-mation deemed useful to building our strategic plan.

LeGrand will create a Wiki page for the group to post “Strengths and weaknesses” in order to best allocate proj-ect tasks and responsibilities.

Group members should help complete a draft of Exercises 1 & 2 (“Mission Statement” and “Vision Statement”) on Wiki by Wednesday, Sept. 22nd, 2010 at Midnight.

Members are expected to check in on the Blackboard group page discussion board and Wiki each day as well.

Next Scheduled Meeting: Sunday, Sept. 26th, 9:00pm – Adobe Connect (Online)

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THE AWESOME ACTION FACTION MINUTES – 9/26/2010, 9:00PM-10:15PM

Location: Adobe Connect (online)

Prepared By: Jonathan #omas

Present: Juana Diego, Kristy Kemper Hodge (Team Leader), Christopher Hu!, LeGrand Olsen, Jonathan #omas (Team Secretary)

Goals of Meeting:

Discussion of agenda requests, changes, new ideas.

Follow-up report from Juana on research conducted to gather statistical information on the Reed library and university population.

Update and discussion of wiki pages from LeGrand.

Discussion of the draft mission statement.

Discussion of the draft vision statement.

Discussion of action plan to determine deadlines, assigning responsibilities, and charting the next steps.

Discussion of questions for past and current Reed students to gauge their impressions of service at the Reed library.

Meeting Minutes:

Juana presented information on Reed’s statistical information findings – plans to post information to Bb.

#e group discussed the use of the wiki page to further develop collaborative work. May need some tweaking and experimenting to find a balance that works (between discussion board, file exchange, emails, and Adobe Connect meetings).

#e group discussed the parsing of project sections – was determined that each member would choose 2 or more sections, so that each section would get “pairs” of members to collaborate and build these sections out.

Some thoughts were o!ered on the mission and vision statements (“more emphasis on creative/innovative services, exhibits, etc.”), though it was ultimately decided that wiki would be a more useful means of fleshing out these items.

An idea for the “alias” name for the school was o!ered up – “TAAFY-U” (or “TAAFFY-U”). No formal decision was made.

Emphasis was made on being sure to have work done and ready to report on for the sections of the project each member is signed up for.

Preparations for Next Meeting:

Juana will post her Reed College statistical information findings to Blackboard group file exchange.

Due Monday 9/27 at Midnight – members should post draft mission and vision statements to their respective wiki pages. Chris will then collate and provide us with an integrated draft mission and vision statement by Tues-day 9/28 at midnight, or early Wednesday 9/29.

Due by Friday, 10/1 – Members will review Chris’s draft and post any ideas for revisions/tweaks, so that we can get Chris’s draft version 2.0 by the next Sunday meeting on 10/3.

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Due Tuesday 9/28 at Midnight – members will sign up for at least 2 sections of the strategic plan by staking your claim on that section’s wiki page. Members can certainly sign up for more than 2 sections, as well. Each sec-tion needs someone assigned to it.

Due Sunday 10/3 at 9pm – A report from member (and respective partner/s) on the work done so far on mem-bers’ sections of the strategic plan. Members should prep any questions, concerns, issues, etc, so collaborative time can be best utilized. Remember, we have the huge zip file from Rajesh with worksheets, articles and other resources for developing the various sections of the strategic plan. Feel free to use these as you’re developing your sections. If anyone finds other great resources, please alert the team and find a way to share them.

Due Sunday 10/3 – post any questions the group feels we need to ask of our cohort mates who are Reed alum about the Reed library (Kristy is creating the wiki page for this).

Next Scheduled Meeting: Sunday, Oct. 3rd, Monday, Oct. 4th, 9:00pm – Adobe Connect (Online)

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THE AWESOME ACTION FACTION MINUTES – 10/4/2010, 9:00PM-10:00PM

Location: Adobe Connect (online)

Prepared By: Jonathan #omas

Present: Kristy Kemper Hodge (Team Leader), Christopher Hu!, LeGrand Olsen, Jonathan #omas (Team Secre-tary)

Absent: Juana Diego

Goals of Meeting:

Approve vision and mission statements, as synthesized by Chris on Wiki site.

Reports from Strategic Plan section partners (share updates, game plans, ask questions, and/or request help):

Organizational Profile (LeGrand & Jonathan) »

Preparation & Planning ( Juana) »

Current Reality (LeGrand & Chris) »

New Priorities ( Juana & Kristy) »

Action Plan (Kristy & Chris) »

Contingencies ( Jonathan) »

Meeting Minutes ( Jonathan) »

Discussion of proposed shared sections (Table of Contents, Executive Summary, Concluding Remarks).

Discussion of proposal for Teamwork Narrative Section – team to post input to Wiki page, with Chris synthe-sizing the content.

Meeting Minutes:

Kristy proposed that future Adobe Connect meetings be used primarily for updating on progress, asking for help, clarify questions, and team input, while using the Wiki page primarily for collaboration. Proposal awaiting group approval.

Kristy proposes more frequent Adobe Connect meetings than the current once-a-week. Proposal awaiting group approval.

All present members (4 out of 5) approve the mission and vision statements.

Jonathan introduces – out of a concern with the high quality of the library being used as a model, and the need to identify aspects requiring improvements – a new focus within the Strategic Plan to include certain “green initiatives” at the library (e.g., energy e"ciencies, upgrades such as solar panels and skylights, purchasing of green energy from the grid, going paperless whenever possible). Ultimate general group consensus that it would be a valuable addition to the Plan.

LeGrand recommends the “fine tuning” of the already very good library being used as a model, and the identifica-tion of 2 or 3 major issues to improve through an environmental scan. Emphasizes importance of including the “green initiatives” in the mission and vision statements – met with group consensus.

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Kristy proposes that Table of Contents, Executive Summary, and Concluding Remarks be undertaken at the very end of the project by all members through collaboration on Wiki page. Proposal met with group consensus.

Report on Organizational Profile (LeGrand & Jonathan) – LeGrand and Jonathan have begun populating the Wiki page with initial Reed website research, et cetera. LeGrand is making a list of relevant questions for a Reed librarian (not the previous contact, Rachael, who will be out of town), who he will be emailing. Jonathan has a book on Reed’s history on hold from the library he will be exploring also.

Report on Preparation & Planning ( Juana) – Juana (absent to meeting) will be posting something to Wiki for the group to review.

Report on Current Reality (LeGrand & Chris) – LeGrand discusses the environmental scan and the use of “Software as a Service” (www.saas-showplace.com), through outsourcing server and IT work, as a means of reallocating resources (sta! time and associated monetary costs). Would free up sta! for other things (“embed-ded librarians”). #e system is currently used at the library where LeGrand is employed. Information from Reed students will help fine tune the direction.

LeGrand has emailed Jenn (current SLIM student, former Reed student) with questions about her library expe-rience. He also plans to email Elizabeth Schmidt (also current SLIM student, former Reed student), but did not have her contact information yet (now received from Kristy).

Report on New Priorities ( Juana & Kristy) – Kristy discusses the direction of this section, “the overall vision for the future” and the 2 to 3 initiatives to be proposed, which will require the some collaboration from the group as well prior. LeGrand adds that the construction of prior sections will be needed before this section can be fleshed out completely.

Report on Action Plan (Kristy & Chris) – Kristy explains that this section will build o! of the New Priorities in laying out the steps, responsibilities and deadlines required to achieve those initiatives. Will include informa-tion on how the plan will be maintained over the course of several years. #e budget will be addressed, though there is some uncertainty expressed in how this will be achieved. LeGrand recommends contacting Reed to see if they make their budget public, in order to address the budget issues. Nothing appears available on Reed’s web-site – may need to call them to request this (would say “will not use the institution’s real name”).

Report on Contingencies ( Jonathan) – Jonathan discusses the expansion of scenarios which would require con-tingency plans. Will probably be a section to be completed later in the process, as it requires more specifics on what exactly will be proposed/undertaken in the Plan.

Report on Meeting Minutes ( Jonathan) – Kristy brings up workload, and whether it is or isn’t too much work for Jonathan. Jonathan says he is comfortable with the assigned workload, though will certainly let the group know should it become too much to successfully manage. #is goes for all members as well (e.g., Chris – editing; LeGrand – PowerPoint).

Group expresses need for proper “padding” of section completion deadlines in the near future, and lining up the required/proper sequence of deadlines as needed for the sections to progress.

LeGrand suggests spending time during our presentation explaining our new priorities/initiatives (best prac-tices, emerging technologies) in keeping it more interesting.

Kristy proposes that for the Teamwork Narrative Section the team will post input to Wiki page, with Chris synthesizing the content. Proposal met with group consensus.

Deadlines for all sections after Current Realities will be determined during the next meeting.

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Preparations for Next Meeting:

Due Wednesday, Oct. 6th at midnight – Juana will post her initial findings and plans for the Preparation/Plan-ning section.

Jonathan will post some ideas and information on the possible “green initiatives” in a sub-section of the Current Realities Wiki page, for the group to build o! of.

Due Wednesday, Oct. 6th at midnight – Chris will revise the mission and vision statements to include the “green initiatives”.

Due Sunday, Oct. 9th at 5:00pm – First three major sections (Organizational Profile, Preparation/Planning, and Current Realities) need to be in “rough draft” form and posted to the appropriate Wiki page. All members are expected to read these, and be prepared to discuss/critique with the group.

LeGrand will investigate the use of a Gantt chart for planning and lining up the deadlines for the project’s sec-tions. Kristy will post a project plan template as well to the file exchange.

Juana will repost the Reed research information (previously posted, but “corrupted” and unable to be opened) to the Wiki page. Kristy will follow up with Juana on this.

Kristy will create a collaborative Wiki page for the Teamwork Narrative Section, as proposed – it will be used to gather input from the team, which Kristy will synthesize, followed by review from the team, and Chris editing for style, etc.

Next Scheduled Meeting: Sunday, Oct. 10th, 9:00pm – Adobe Connect (Online)

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THE AWESOME ACTION FACTION MINUTES – 10/10/2010, 9:00PM-10:15PM

Location: Adobe Connect (online)

Prepared By: Jonathan #omas

Present: Juana Diego, Kristy Kemper Hodge (Team Leader), Christopher Hu!, LeGrand Olsen, Jonathan #omas (Team Secretary)

Goals of Meeting:

Approve Revised Vision Statement to include considerations for the green initiatives.

Revisit unapproved proposal from 10/4 meeting for Adobe Connect team meetings to be used for status reports, giving and receiving input, and helping each other out, while keeping collaboration on the wiki.

Revisit unapproved proposal from 10/4 meeting regarding a possible increase in meeting frequency approaching the final project deadline.

Reports from Strategic Plan section partners (share updates, game plans, ask questions, and/or request help):

Organizational Profile (LeGrand & Jonathan) »

Preparation & Planning ( Juana) »

Current Reality (LeGrand & Chris) »

New Priorities ( Juana & Kristy, and Team Initiatives) »

Action Plan (Kristy & Chris) »

Contingencies ( Jonathan) »

Discussion and mapping of future deadlines leading up to completion of group project.

Proposed in-person meeting, 10/29, for presentation review prior to class.

Meeting Minutes:

Chris verifies that the Vision Statement (and not the Mission Statement) has been revised to include consider-ations for the green initiatives.

#e revised Vision Statement is approved by the group.

#e proposal to retool Adobe Connect meetings (see above) – and expand collaborative work on team wiki – is approved.

#e proposal to increase meeting frequencies was discussed, but no formal agreement was met (though general flexibility in accommodating increased meetings was given by the group members) – the proposal will be revis-ited at a later time.

#e proposal to establish the Strategic Plan as projecting 3 years into the future is accepted.

A discussion of collaboration on wiki yields a group decision to use the comment sections of each section’s wiki page to make suggestions to, ask questions of, and voice concerns to the section’s member(s).

Report on Organizational Profile (LeGrand & Jonathan) – LeGrand and Jonathan report that it is at a solid rough draft in need of fine tuning, editing, and cohesiveness, but no “gaping holes”. #e library appears to be fairly “on target” for modernizing of their system and approach to collections development and service, based on

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the research done so far. #e sta! set-up is fairly compact, with several members under multiple department “branches”.

Group Discussion/Recommendations: Revision/clarification of the “rough” organizational chart (see the examples provided by Rajesh) likely needed. Also, who (if anyone) is handling “tech stu! ” now, that can be freed up to work as an embedded librarian?

Report on Preparation & Planning ( Juana) – Juana reports that library employees and community members are proposed to be involved in the planning process. Planning factors would include that academic librarians would have a di!erent view than those NOT part of the library; the issue of time management; the balancing of expansive ideas for the Strategic Plan versus the reality of the budget provided. A “rough” Planning Team has been assembled as well.

Group Discussion/Recommendations: Might help to include those who the Reed librarian mentions as “stakeholders” in the proposed Planning Team, as well as an expansion of the explanation of each Team member’s role in its creation. Overall goal should be a closer alignment to the examples provided by Rajesh. It is wondered whether community members would be involved/invited in helping with such plans at a private academic library. Alumni are more likely to help in planning.

Report on Current Reality (LeGrand & Chris) – Sections is being fleshed out already, but waiting on email responses from Reed in requesting information before much further progress can be made. 2/3 to 3/4 done with the section.

Group Discussion/Recommendations: Continue referring to the examples from Rajesh as a guide while continuing with section.

Report on New Priorities ( Juana & Kristy, and Team Initiatives) – To be fleshed out, contingent on completion of first three sections.

Report on Action Plan (Kristy & Chris LeGrand) – To be fleshed out, contingent on completion of first three sections.

Report on Contingencies ( Jonathan) – To be fleshed out, contingent on completion of first three sections.

A discussion of the focus of the Strategic Plan’s major initiatives yields a group decision to focus on the push for an o!site server known as “Software as a Service” (SAS), Green Initiatives, and Embedded Librarians.

#e group discussed how it will be necessary to explain how resources will be acquired and/or reallocated to successfully implement the newly-established initiatives.

Group Discussion/Recommendations: Freeing up a “techie” librarian (through implementation of the SAS) to be an embedded librarian; Find out how much would be saved by implementing the SAS; A collaboration with the Environ-mental Studies department (faculty, students) – http://academic.reed.edu/es/ – in identifying deficiencies, and design-ing and implementing solutions for improvements in the facility’s “green” performance; Securing “green” project money internally through the university, or externally through governmental or other organizational grants. (Some concerns raised with the reduction in available grant monies recently)

Proposal for in-person meeting, 10/29, for presentation review prior to class is accepted – Scheduled for 5:00pm at the Hot Lips Pizza near PSU.

It is decided amongst the group that, e!ective immediately, LeGrand will take Chris’ place in the Action Plan section, and Chris will join Jonathan in creating the Contingencies section.

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Preparations for Next Meeting:

Due Tuesday, Oct. 12th, at midnight – Group members will add comments/suggestions as needed to the due dates “Timeline” on the group wiki page (Kristy will create this).

Due Wednesday, Oct. 13th, at midnight – Content for Organizational Profile, Preparation/Planning, and Cur-rent Reality sections needs to all be up on wiki page for Chris’ editing.

Beginning #ursday, Oct. 14th – Chris will begin editing the above three sections.

Kristy will create a wiki page for clarification/posting of proposed presentation responsibilities for LeGrand’s PPT preparation considerations. Members are expected to contribute to this, based on their anticipated mode of participation in the presentation.

Members should add a note once their pages are ready for editing by Chris.

LeGrand will seek out the Strategic Plan his library put together recently so the group can use it as an additional example for reference.

Next Scheduled Meeting: Sunday, Oct. 17th, 2010, 9:00pm – Adobe Connect (Online)

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THE AWESOME ACTION FACTION MINUTES – 10/17/2010, 9:00PM-10:15PM

Location: Adobe Connect (online)

Prepared By: Jonathan #omas

Present: Juana Diego, Kristy Kemper Hodge (Team Leader), Christopher Hu!, LeGrand Olsen, Jonathan #omas (Team Secretary)

Goals of Meeting:

Input from the Editor (Chris) on progress of editing sections.

Reports from Strategic Plan section partners (share updates, game plans, ask questions, and/or request help):

Organizational Profile (LeGrand & Jonathan) »

Preparation & Planning ( Juana) »

Current Reality (LeGrand & Chris) »

New Priorities ( Juana & Kristy, and Team Initiatives) »

Action Plan (Kristy & LeGrand) »

Contingencies ( Jonathan & Chris) »

Establish deadlines & responsibilities for shared sections (Table of Contents, Executive Summary, Concluding Remarks, Team Narrative – Kristy)

Discussion of presentation (LeGrand and Team)

Discuss deadlines and meetings.

Meeting Minutes:

Chris checks in on editing task (“a day or so behind on the rough draft edits”) – will be posting rough edits to Wiki page (in mostly complete form, before posting), at the bottom of each individual section, under its own header. Group will need to mark on the individual Wiki pages when they are ready for edit. Chris verifies work-load is still manageable for him.

No readings or case studies from professor the next week – group should be able to ramp up production leading to the deadline.

Report from Organizational Profile (LeGrand & Jonathan) – LeGrand and Jonathan feel it’s mostly done, but a last review would be needed. Jonathan created an updated organization chart (easier-to-read, etc) and posted to the file exchange.

Group Discussion/Recommendations: Community focus included in Org. Profile should be a brief note on the city/region the library is in (Portland, OR) and the rest on Reed College demographics, etc.

Report from Preparation & Planning ( Juana) – Bio’s added for all individuals involved on the planning team. Loose ends need to be worked out, but mostly done.

Group Discussion/Recommendations: LEED-certified builder, Dean/Director of the environmental studies program at Reed, professional from within the Portland technology arena, should be added (taking the place of some of the “community members”).

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Report from Current Reality (LeGrand & Chris) – D. Hutton at Reed hasn’t responded to questions from LeGrand on this section…he will forward questions to Rachel Bridgewater at Reed to see if she can answer these to provide some necessary details. May need to make an “educated guess” on certain points, depending on what input/information is and isn’t received. Hard facts are most-preferred though.

Group Discussion/Recommendations: Group decided to no longer use an alias for the example, and instead use the subject’s name – “Reed Library”.

Report from New Priorities/Action Plan ( Juana, Kristy, LeGrand and Team Initiatives) – Main initiatives are the technology plan, green practices and resources, and embedded librarians. Action Plan items are being merged with New Priorities, per previous examples provided.

Group Discussion/Recommendations: With Reed already a very solid example of a library, and the initiatives focused more on “fringe” issues (versus issues of user services), we should point out that this is the case.

Report from Contingencies ( Jonathan) – Hinges on Action Plan, before this can be done.

Discussion of “shared” sections (Executive Summary & Concluding Remarks), and the responsibilities/deadlines for this. Recommendations for an “editor” for this, to make well-synthesized versions. Perhaps an outline on Wiki, to be fleshed out by members first. As of meeting’s end, no definitive consensus or decision made.

Group discussed possibilities for the direction/theme of the presentation. Group decides that people who worked on sections should present for their own. Not all members will be required to present (if it’s extremely out of your comfort zone), but certainly encouraged. Group might consider using the YouTube video Jonathan shared on “Sundoliers” at the public library.

Other members leave, and Juana & Kristy brainstorm their section (New Priorities) – concerns raised about balancing the need for detail, with also not letting sections get too lengthy. At least 2 initiatives with 2 objectives each are needed. Action Plan will be integrated into New Priorities. Kristy mentions feedback previously given on the wiki page for Juana’s use. Members agree to continue collaborating over the next few days.

Preparations for Next Meeting:

Due Monday, Oct. 18th, by midnight – Juana will wrap up Preparation & Planning section, so team can review and make suggestions (as needed).

Due Tuesday, Oct. 19th, by midnight – Sign up in the Presentation section for which part you want to present on, bullet points you’d want to talk about, and projected duration of sections. Begin contacts with LeGrand to coordinate ideas for respective sections.

Due Saturday, Oct. 23rd, by midnight – Members should add ideas/suggestions for the presentation to the Pre-sentation wiki page, at “Additions from the Group” ( Jonathan will add this section to Presentation wiki page).

Due #ursday, Oct. 21st, by midnight – Juana, Chris and Jonathan to post their comments for the team narra-tive section (to Wiki), which Kristy will synthesize by Monday, Oct. 25th.

Due #ursday, Oct. 21st, by midnight – Organizational Profile, Preparation & Planning, Current Reality, New Priorities/Action Plan, and Contingencies posted in its “final” state, in preparation for Chris and LeGrand’s work with the complete document and PPT (respectively). When done, mark the main page that it’s finished, so Chris can begin editing. Group should review and comment (as needed), by midnight, Saturday, Oct. 23rd.

LeGrand will post emailed information from Rajesh about the presentation to the wiki page, with members preparing to discuss during the next meeting (Oct. 24th).

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LeGrand will try to make a fake framework for PPT before the next meeting (Oct. 24th) for the group to re-view/comment.

Next Scheduled Meeting: Sunday, Oct. 24th, 2010, 11:00am – Adobe Connect (Online)

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THE AWESOME ACTION FACTION MINUTES – 10/24/2010, 11:00AM-12:30pM

Location: Adobe Connect (online)

Prepared By: Jonathan #omas

Present: Juana Diego, Kristy Kemper Hodge (Team Leader), Christopher Hu!, LeGrand Olsen, Jonathan #omas (Team Secretary)

Goals of Meeting:

Clarify layout & design responsibilities of plan (the compiler/keeper of the final document).

Updates from the Editor (Chris).

Discussion of Team Narrative (Deadline for input – Monday, 10/25 at 9pm)

Meeting Minutes Submission.

Discussion of shared sections of plan (ToC, Executive Summary, Concluding Remarks), and establishment of deadlines and responsible parties.

Discussion of presentation (LeGrand & Team) – Speakers, slides, other details/items.

Deadlines and meetings in preparation for the “final stretch”.

Meeting Minutes:

Kristy and LeGrand report they have been working diligently on budget.

Chris agrees to do the complete Word file layout – LeGrand will send images from the PPT to Chris for use in the Word document. Chris will employ professional layout software as well in compiling/arranging it, and the final document will be converted to PDF to be submitted. #e group should be careful to compare our final product to the assignment requirements.

Chris needs members to check for bracketed notes in each section (which are questions from him, seeking clarifi-cation or specific data/input). Chris will add note to project plan (main page) saying content added, please edit. Members should continue letting Chris know through the main page when content has been added, or revisions made, to the sections. Include a time-stamp, so he knows when the changes were made.

Group agrees/confirms the years of the plan – 2011 to 2014 (school years: 2011/12, 12/13, 13/14).

Kristy will be contacting by phone the Sundolier folks to find pricing (by Monday evening, needs info, or will omit).

Regarding “shared” sections of the plan (ToC, Executive Summary, Concluding Remarks) – ToC will be taken on by Chris. Members will submit 1 paragraph for their section to the Executive Summary page, and 1 sentence for their section to the Concluding Remarks page. Chris will synthesize these sections.

All members required to participate in presentation…group consensus – Chris will do opening and closing re-marks of presentation; Prep/Planning is Juana; Organizational Profile is Jonathan; Current Reality is LeGrand; New Priorities is Kristy; Contingency Planning is Jonathan.

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In preparing the PPT, LeGrand is aiming for graphics that support the sections, with members saying whatever they want, versus many bullet-points, etc…though is open to whatever each member wants for his/her section. Members need to establish the lengths of their sections (duration-wise) so that we can balance the entire presen-tation length.

With the New Priorities section of the presentation, it may be necessary to split the section between a couple people, as it’s fairly long.

#e proposal of nixing the objective of adding the Sundolier from the plan (should we not get concrete numbers on the cost), and/or instead adding a new objective to increase the electronic collections at the college was met with concern about lack of time in making a large change so close to the deadline. Ultimately, the group decides to continue as we’ve been with the plan & budget, and estimate the cost of the Sundolier (as needed). #e group will instead acknowledge Reed’s strengths as a student centered library, which explains our more infrastructure-related initiatives.

Preparations for Next Meeting:

Jonathan received the Oct. 17th Adobe Connect meeting recording very late – will get it transcribed into the meeting minutes in short order.

Members should begin contacting by email or phone with LeGrand for presentation & PPT planning…as much information to LeGrand, ASAP, would be most beneficial in giving him a head start.

Due Sunday, Oct. 24th, at midnight – Have all content and gaps filled to your sections on the wiki page (per Chris’ requests for clarification/more info).

Due Monday, Oct. 25th, at 9pm – Team Narrative input needed from Juana, Jonathan, & Chris for Kristy to create the synthesized section.

Due Monday, Oct. 25th, at 9pm – Each member will submit a paragraph summary on their section(s) to the Executive Summary wiki page, and a sentence summary on their section(s) teo the Concluding Remarks wiki page. Chris will synthesize these for the paper.

All members note, the final due date for the paper is 10pm, Oct. 28th (#ursday)

Due #ursday, Oct. 28th, 12:00pm - Chris needs meeting minutes and team narrative content (no need to for-mat).

Next Scheduled Meeting: Friday, Oct. 29th, 2010, 5:00pm – Hot Lips Pizza (PSU)