2011-2014 Strategic Plan
The Liberal Arts at Wabash College: Serving the Needs of the Country
The Lilly Library’s Strategic Initiatives: 2011 – 2014
“Libraries were never warehouses of books. They have been and always will be centers of learning. Their central position in the world of learning makes them ideally suited to mediate between the printed and digital modes of communication.” – RobertDarnton, Harvard University Librarian and Cultural Historian
[The Case for Books: Past, Present, and Future. New York, NY: Public Affairs, 2009.]
Introduction
Thefate of “the library”is a frequent topic in academic literature of late. More often than not the authors’prognosesare grim. This is particularly true in the case of the research library, which most declaremoribund. Few believe that it can or should be maintained in its present state. Many doubt that it can be readily transformedintothe type of library envisioned for the 21st century.
Fortunately not all academic libraries are so afflicted. True, all face challenges at present, but the magnitude of these challenges scale. For aliberal artscollege librarylike ours, none is insurmountable. The financial constraints of the Great Recession make it difficult, but not impossible to deal with thetransformative demands of the Information Age. Cost-effective access to e-resourcescan be managed in conjunction with, not at the expense of, sustainingprint collections that retain value inour curriculum. Trends in the publishing and distribution of e-content make information management a more competitive business, but do not exclude libraries from participation in theventure.
Perhapsthegreatest challengeforusisthe growing ambivalence toward the roleof the library in the academic community. Too often thedisintermediation of libraries in the process of information discovery and knowledge creation is accepted asinevitable. Increasingly Google and Wikipedia are offered as proof thatthat are no longer relevant to the processes of information management anddissemination. Yet most in the community admit to beingoverwhelmed by the flood of information released via the Internet, and acknowledge a need to regulate the flow. Therein layour greatest opportunity.
Now is the time toreassertourrole in facilitating access to authoritative information, in any format, to supportacademicachievement. Though a supporting role, it is nonetheless one vital
tothe liberal arts program. We remain the best prepared to play the part of “information
steward”in acquiring, managing, and delivering scholarly resources for use by faculty and students. Access to and assistance with theuse of these resources will be needed to sustain, “the full exercise of freedom of inquiry” that is integral to the Wabash College experience. Meeting this need isthe primary purpose of the Lilly Library.
Mission
Acquiring and providing access to materials is the most obvious activity of the library. The less obvious, but inherent reason for this activity, is to facilitate the learning process. Our mission is to provide collections, facilities and services that support development of critical thinking, intellectual inquiry and lifelong learning. The Libraryisthe physical and virtual gateway by which the Wabash community accesses the information resources required to:
- Foster excellence in scholarship, research and creative works.
- Facilitate attainment of institutional teaching and learning objectives.
- Promote growth of literacies essential to academic achievement and life-long learning.
- Provide a dynamic and welcoming learning environment.
- Support the systematic collection and preservation of the College’s intellectual property and institutional record.
Goals and Objectives
To fulfill the Library Mission in accordance with the strategic plan of the College, we propose the following goals:
No. 1Provide information resources in any format thatfostersresearch, scholarship and creative work in the Wabash community.
- Regularly review physical collections to removematerial no longer relevant to research, scholarship or teaching, and to assure inclusion of works “essential” to an undergraduate liberal arts program.
Application /
- College Mission Components 1a, 2a, 3a (see Appendix A)
- Strategic Plan Goals 1d, 3b (see Appendix B)
Facilitation /
- Actively promote faculty participation in collection development via email and departmental communiqués.
- Routinely conduct reviews of print collection content by LC subject class.
- Provide an easy-to-use, readily apparent, web based online selection tool.
- Regularly review interlibrary loan requests, supplemental reading lists, and external resource development guides for collection supplementation.
- Annually assess collection use statistics and communicate results to faculty.
Outcome /
- More cost-effective, curricular-focused collection development.
Assessment /
- Biennial use-based surveys of faculty and students.
- Annual collection-based review for selected disciplines.
- Identifydigital as the content format of choice when appropriate. Replace print copy with comparable e-content when available.
Application /
- College Mission Components 1a, 2a, 3a
- Strategic Plan Goals 1d, 3b
Facilitation /
- Regularly assess vendor offers ofe-contentthat would replace print copies.
- Promote the availability and benefits of e-content to faculty and students via email and Web communiqués.
Outcome /
- More cost-effective collection maintenance.
Assessment /
- Biennial use-based surveys of faculty and students.
- Annual reviewof e-content for selected disciplines.
No. 2Develop intuitive access toinformation resources, regardless of format, thatfacilitateteaching and learning.
- Improve access to library resources by redesigning the Library’s web site.
Application /
- College Mission Components 1a, 2a, 3a
- Strategic Plan Goals 2a, 3b, 3c, 4a
Facilitation /
- Convert the 3 hr. per week Reference Assistant position to a 6 hr. per week Digital Initiatives Coordinator.
- Create a website that directly relates library resources to fields of study.
- Identify and incorporate useful online tools to assist with the discovery and knowledge creation processes.
Outcome /
- Web-based informational research tools that complement the personal assistance available to students from faculty, library staff, and Academic Support Services.
- Improved access to and use ofinformation resources for teaching, scholarship, research, personal development and creative work.
- More effective integration of the Library program in teaching and learning.
- Expedited planning and implementation of this and other digital initiatives.
Assessment /
- Biennial use-based surveys of faculty and students.
- Periodic assessment of web usability and functionality.
- Implement “discovery layer” technology to simplify the search for and access to library resources.
Application /
- College Mission Components 1a, 2a, 3a
- Strategic Plan Goals 1d, 2a, 3a/b/c, 4a
Facilitation /
- Participate in PALNI (library consortium) acquisition of discovery layer tool.
- Reference/Instruction Librarian and Cataloger will oversee development and implementation at Wabash.
Outcome /
- Convenience of a “single point of access” informationsearch option.
Assessment /
- Biennial use-based surveys of faculty and students.
- Create web based library guides (LibGuides) to assist students with informational research assignments in freshman tutorials and other courses.
Application /
- College Mission Components 1a, 2a,
- Strategic Plan Goals 1d, 3a/b/c
Facilitation /
- Reference/ Instruction Librarian will offer consultation and support to faculty teaching courses with informational research assignments.
- Reference/Instruction Librarian will develop templates for LibGuides.
- Reference/Instruction Librarian will supervise ESH workers in development of individual LibGuides.
Outcome /
- More effective use of library resources in application to coursework.
- More effective curricular support.
- Better integration of the Library program with teaching and learning.
Assessment /
- Biennial use-based surveys of faculty and students.
- Faculty assessment of LibGuide use in student projects.
No. 3Offer student-focused libraryinstructionthat facilitateseffective use of information resources, developsinformation literacy skills, promotesacademic achievement, andfosters life-long learning.
- Develop student workshops focused on the use of library resources for particular course assignments.
Application /
- College Mission Components 1a, 2a,
- Strategic Plan Goals 1d, 3a/b/c
Facilitation /
- Reference/Instruction Librarian will develop 6 – 7 eveningworkshops and several 20 minute “lunch break” workshops rotated throughout the semester.
Outcome /
- More effective use of library resources in application to coursework.
- Improvements in retention rates and academic engagement.
Assessment /
- Biennial use-based surveys of faculty and students.
- Student assessment of workshop usefulness.
- Promote use of information resources and educational technologies to fostergrowth of essential literacies andpromote life-long learning.
Application /
- College Mission Components 1a, 2a,
- Strategic Plan Goals 1d, 3a/b/c/d
Facilitation /
- Work with IT to provide Library facilitiesthat support experimentation with the use of information resources and educational technologies in the classroom, in research projects, and in creative works.
- Offer consultations to faculty from the Digital Initiatives Coordinator, Reference/Instruction Librarian and IT Media Services Specialist for project development.
Outcome /
- Collaborative development a Library program to facilitate teaching learning.
- Support for faculty teaching students, “to read, to write, and to speak clearly and creatively…[and]... acquire the skills that will qualify him for increasing leadership in his vocation.”
- Improvements in retention rates and academic engagement.
Assessment /
- Biennial use-based surveys of faculty and students.
- Faculty assessment of student projects.
No. 4Create and maintain a welcoming technology-enhanced physical environment that promotes the use of information resources to stimulateexploration, discovery and knowledge creation.
- Repurpose space on the Main Floor to create a facilitywherefaculty and students canapplyinformation and educational technologies in the development of coursework assignments, research projects and creative works.
Application /
- College Mission Components 1a, 2a/b/c/d, 3a, 9a
- Strategic Plan Goals 1a, 2a, 3a/b, 4a/c
Facilitation /
- Initiate the creation of a “Library Advisory Committee” to investigate innovative uses of information resources and educational technologies in teaching, research projects, and creative works.
- Develop plan for Phase 1 of Main Floor project(s).
- Consult with IT, faculty and students on Phase 1 of Main Floor project(s).
- Work with the Advancement Office to fund proposed project(s).
- Construct Phase I facilities.
Outcome /
- Student-centered innovation
- Collaborative development of repurposed Library space.
- Librarians, IT and academic support staff, faculty and students working together with information resources, educational technologies, and digital pedagogies to foster research, scholarship and creative work.
Assessment /
- Annual use-based surveys of faculty, staff and students.
- Repurpose space on the Lower Level to provide technology enhanced collaborative learning and presentation practice facilities for students.
Application /
- College Mission Components 1a, 2a/b/c/d, 3a, 9a
- Strategic Plan Goals 1d, 3b, 4
Facilitation /
- Charge Library Advisory Committee with task to to investigate best practices in the design of such facilities.
- Install compact shelving on the lower level to minimize the space allocated to shrinking bound periodicals collection and increase available floor space.
- Develop plan for Phase 1 of Lower Level project.
- Consult with IT, faculty and students on Phase 1 of Lower Level project(s).
- Work with the Advancement Office to fund proposed project(s).
- Creation of Phase 1 facilities.
Outcome /
- Comfortable and functional facilities for student collaborations and team work.
Assessment /
- Annual use-based surveys of faculty and students.
No. 5Collect, preserve and provide access to the institutional record and intellectual property of the College.
- Collaborate in the creation ofanInstitutional Repository to collect, retain and provide authorized access to the institutional record in digital formats.
Application /
- College Mission Components 1a, 4a, 7a
- Strategic Plan Goals 2a/b,3b/c
Facilitation /
- Collaborate in the creation of a College-wide records management committee charged with responsibilities that include, but are not limited to:
- Assessing the current stateofrecords management at Wabash and recommend a plan for development of a comprehensive record retention policy and program.
- Investigating software and/or services to manage the collection and retention of digital records, and to convert nondigital records to digital formats as appropriate.
- Assigning administrative and management responsibilities for the ongoing collection, organization and preservation of f digital records.
- Implement an Institutional Repository to provide a centralized locus for the ongoing collecting, preserving, and assuring authorized access to the institutionalrecord in digital formats.
Outcome /
- Preservation and controlled dissemination of the institutional record.
Assessment /
- Annual report to the President and Senior Staff.
- Collaborate in the creation of aDigital Commons to collect, disseminate and showcase the intellectual property of the College.
Application /
- College Mission Components 1a, 4a, 7a
- Strategic Plan Goals 2a/b,3b/c
Facilitation /
- Collaborate in the creation of a “Digital Commons” for the College:
- Charge the Library Advisory Committee to investigate the need for and benefits of a digital commons at Wabash.
- Assess the availability of software and/or services to collect and manage the publication of faculty and student scholarship to the Web.
- Assign administrative and management responsibilities for the ongoing collection, publication and preservation of this content.
- Implement a Digital Commonsto provide a centralized locus for the collection, organization, showcasing and preservation of the intellectual property of the College in digital formats.
Outcome /
- Increased visibility for Wabash research, scholarship and creative works.
- Preservation and managed dissemination of the institutional record.
Assessment /
- Annual report to the President and Senior Staff.
Who cares? Why bother? What difference will it make?
What is likely to be gained by achieving these goals and objectives? To what extent will it benefit the College as a whole?
Improving acquisition of and access to information resources, focusing library instruction on student use rather than content type, redefining the scope of our Archival program, and taking a collaborative approach to space utilization will provide a solid foundation from which to plan and manage the continuous improvement of the Library’s facilities and program. Far more than “a warehouse for books” or a computer lab, it will be a nexus for collaborations and innovations that better facilitate achievement in creative works, research, scholarship and excellence in teaching. Its user-centered, service-rich, ubiquitous learning environmentwill engage students in the exploration of information resources and educational technologies that promotes academic achievement, and encourage faculty development of digital pedagogies to enhance instruction.
The Library’s archive program is already responsible for the collection and preservation of the College’s institutional record. Though much has been accomplished with regard to the physical record, it is imperative that we turn our attention to such stewardship for the digital record.Similarly there is a need to provide more effective means of collecting, showcasing and preserving the College’s intellectual property in digital formats. Initiating a Digital Commons as a component of an Institutional Repositorymay be the most cost-effective means of meeting both needs. Affiliating these services with the Librarywill help to assure the success of both.
Taking these actions now will also provide for a phasedtransitionof library staff roles in response to changing information resource formats, discovery and delivery services, and user needs. As work once necessary for the acquisition, processing, use, maintenance and preservation of print collections diminishes, staff primarily occupied with cataloging, reference and collection maintenancewill become available fornew responsibilities supportive of instruction support, faculty services anddigital assets management. Staff will gain more rewarding positions doing work of increasing importance to the academic and administrative needs of the College. And the College will benefit by retaining experienced and reliable personnel for redeployment in new and increasingly essential roles.
ProvidingOpportunity and Access / Maintaining
Teaching Excellence / Encountering
the Global Community / Enriching
Education for Career Success
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2011-2014 Strategic Plan
The Liberal Arts at Wabash College: Serving the Needs of the Country
Appendix A
Mission Statement Breakdown
“Wabash College educates men to think critically, act responsibly, lead effectively, and live humanely.”
- A) Its mission is excellence in teaching and learning
B) within a community built on close and caring relationships among students, faculty, and staff.
- A) Wabash offers qualified young men a superior education, fostering, in particular, independent
intellectual inquiry,
B) critical thought,
C) and clear written
D) and oral expression.
- A) The College educates its students broadly in the traditional curriculum of the liberal arts,
b) while also requiring them to pursue concentrated study in one or more disciplines.
- A) Wabash emphasizes our manifold, but shared cultural heritage. Our students come from diverse
economic, social, and cultural backgrounds;
B) the College helps these students engage these differences and live humanely with them.
- A) Wabash also challenges its students to appreciate the changing nature of the global society
B) and prepares them for the responsibilities of leadership and service in it.
- A) The College carries out its mission in a residential setting
B) in which students take personal and group responsibility for their actions.
- A) Wabash provides for its students an unusually informal, egalitarian, and participatory environment
which encourages young men to adopt a life of
B) intellectual and creative growth,
C) self-awareness,
D) and physical activity.
8. A) The College seeks to cultivate qualities of character and leadership in students by developing not