Table

of Contents
EXECUTIVE SUMMARY ORGANIZATIONAL PROFILE OVERVIEW MISSION GUIDING VALUES PREPARATION/PLANNING LIBRARY MANAGEMENT TEAM PLANNING FACTORS CURRENT REALITY ENVIRONMENTAL SCAN SWOT ANALYSIS ORGANIZATIONAL PERFORMANCE GAP ANALYSIS NEW PRIORITIES STRATEGIC PROFILE FUTURE VISION STRATEGIC INITIATIVES ACTION PLAN 3 4 4 5 5 6 6 6 8 8 8 10 10 12 12 12 12 15

GOAL 1 15 INITIATIVE A: INCREASE ONLINE ACCESSIBILITY. 15 INITIATIVE B: INCREASE DIGITAL RESOURCES. 16 GOAL 2 19 INITIATIVE A: REPURPOSE SPACE WITHIN THE LIBRARY. 19 INITIATIVE B: CREATE A POSITIVE CORRELATION BETWEEN LIBRARY SERVICES AND STUDENT LEARNING. 22 GOAL 3 25 INITIATIVE A: INCREASE THE NUMBER OF LIBRARY STAFF. 25 INITIATIVE B: EXPAND THE EXISTING LIBRARY. 26 BUDGET LAST YEAR NEW PRIORITIES CONTINGENCIES CONCLUSION REFERENCES 29 29 29 31 32 33

Strategic Plan: College of Mid-Cascadia Library

APPENDIX A: SUMMARY REPORT APPENDIX B: MEETING MINUTES SEPTEMBER 16, 2011, 1:15 PM SEPTEMBER 25, 2011, 8 PM OCTOBER 16, 2011, 8 PM OCTOBER 23, 2011, 8 PM NOVEMBER 13, 2011, 8PM NOVEMBER 20, 2011, 8PM NOVEMBER 27, 2011, 8PM NOVEMBER 29, 2011

36 38 38 39 40 42 43 45 45 46

Strategic Plan: College of Mid-Cascadia Library

Executive Summary

We are pleased to present this Strategic Plan for the Kathleen Redfield Library at The College of Mid-Cascadia. The college was created at the will of the voters. As such, we would not be here if it were not for the foresight and determination of Grant County, Emerald Lake, and many myriad collaborators to bring quality education to a sector of the state that has long been underserved for higher education. In reaching out to the broader community, we were able to speak to local students, faculty, community partners and a wide range of business members. In an extensive analysis of needs, potentials and trends were identified in order for the Library to offer truly up-to-date technology and appropriate support to faculty of a wide variety of program offerings, from life sciences to forestry to more traditional coursework in writing and mathematics. The themes we have found and are focusing on include being a force for bringing students into the college, providing them with the very best in access to all library resources, giving them space in which to meet with fellow students, and making sure that all future library spaces can accommodate the growth in the three planned campuses. The following are the recommendations from the Strategic Plan team:

Goal 1 Maximize access to information for the students and faculty of the college, no matter where they are. Goal 2 Create a collaborative library space that accommodates multiple learning styles. Goal 3 Accommodate the needs of our rapidly growing student population.

Strategic Plan: College of Mid-Cascadia Library

Organizational Profile
Overview
College of Mid Cascadia (CMC) is a public community college located in Emerald Lake, Washington. It serves the Emerald Lake metropolitan area. CMC began regular classes on January 20, 2009. With a first year enrollment of over 1,100, the second year saw a greater than 100% expansion, which continues. The college is seeking to advance its physical locations to three campuses, from the current, single Emerald Lake location. The two other sites will be in Cascade Valley, and between Emerald Lake and Wylie. Emerald Lake has the following demographics: Population: 14,475 Racial breakdown: White, non-Hispanic: 11, 537 (70.9%) Hispanic: 3,800 (25.4%) African-American: 253 (1.7%) Asian/Pacific Islander: 214 (1.4%) Native American/Alaskan Native: 152 (1.0%) Just like many community colleges, CMC seeks to provide technical/professional training to a variety of industries, workforce development support, adult basic education foundations, and community education potentialities - from yoga to computer skills to modern political discourse. There is additional vision to offer farrier, animal husbandry, large animal veterinary technician and forestry management programming to address the needs of largely rural, agricultural communities in and around Grant County. In all these programming needs, the library lay at the heart of it all. Thus, the library system at CMC will need to grow and expand at even greater rates than rest of the campuses in order to fulfill the vision of Grant County voters when they passed the referendum to establish the community college district in 2007. At this time, the planning is underway to have two more campuses, each with their own libraries. As such, this strategic plan is meant to assist in preparing for three full campus libraries within the next 5 years. With current enrollment projections, the plan is to consolidate all three campuses on their own sites by 2016. In the first stage of planning, there were aggressive measures taken to ensure that the college campus locations will be able to be placed on their envisioned land, which has already been acquired with these goals in mind. The purpose of the strategic plan at this juncture is to allow the planned-for growth of the CMC libraries to be undertaken in a systematic approach. There will be a need to incorporate technology advancements, digitization, archiving space, as well as a wide variety of capital needs. Further planning will also include the local communities, in order to maximize the use of the campuses.

Strategic Plan: College of Mid-Cascadia Library

 Currently, two full time librarians (one of them the head librarian), two part time library assistants, and three work-study students comprise the library staff at the CMC Emerald Lake Campus.

Mission
The College of Mid-Cascadia Library supports quality teaching and learning opportunities at the College by providing access to relevant information resources, offering services to enhance student and faculty use of those resources, and advancing information literacy instruction.

Guiding Values

In January of 2011, the CMC Library conducted a community needs analysis, which included an open-ended user survey to determine what CMC students valued in their library and what they wanted to see continue as the college grows and matures. The survey was distributed to students and faculty by e-mail. We received back approximately 130 responses, or about a 5.4% return rate. Here are a few of the answers we received back that are indicative of the overall range of responses: Free books, free information. Internet access. The library needs enough space that it can be used by both noisy learners and quiet learners. Learning. E-books and stuff are cool, but I like real books too. I like that the website points you to different learning tools like databases, but theyre a little hard to find sometimes. The website sucks. Join the 21st century, guys. Friendly, helpful staff. An intellectual home for the college. Computers! Of the responses we received, there was one theme that surprised us: the desire for an intellectual home within the college. On reflection, it makes sense. The college is now two years old, and is growing too big too rapidly to be able to be accommodated by one building. We already hold classes in several locations in Emerald Lake, including Emerald Lake High School for nighttime classes. The desire for one central college, with one heart at its center, is one we at the library understand and agree with; and that we wish to include with the aims voiced in our mission statement as part of our guiding values moving forward.

Strategic Plan: College of Mid-Cascadia Library

Preparation/Planning
Library Management Team
Kathleen Perry Vice President of Instruction Liaison between the Strategic Planning Committee and the CMC board. Crystal Grimes Planning Consultant Professional engaged in helping to keep the Strategic Planning process on track and accountable to the library vision. Patrick Wohlmut Student Liaison Offers the perspective of CMCs students, a major user group for the library. Maureen Redfield Head Librarian Leading from the library. Holly Freewynn Faculty Representative Offers the perspective of the faculty, a major user group for the library. Kimberly Stephen Library Assistant and Technology Specialist Brings two vital perspectives to the work: That of the library staff, and the vision for future technology requirements.

Planning Factors

The CMC library is a significant part of a fast growing institution. It is expected that the growth of the student population will exceed current capital requirements, until the land and buildings for the school and its three planned for campuses are fully realized by 2017. However, the challenge for the Library will be to offer the wide range of programming, instruction, technology and access to other resources to all who need them. To offer these significant services over three campuses and in relatively uniform ways will need a rollout plan that takes these concerns into account. There is significant concern by the College, which is shared by the Library, of the perception of the school and its image within the broader community. This can be traced to two factors: 1. The community levy that began the funding base for the CMC is one that was hard-won. As such, CMC is cognizant of the need to be able to offer value to the community that was promised when the funding was voted on. CMC expects to be able to prove, over time, the educational needs that will be supported by the vision laid out for CMC. 2. There are a number of programming goals that not are traditional within community colleges in other parts of the country. These include farrier credentialing, forestry management programming, and other agricultural educational needs.

Strategic Plan: College of Mid-Cascadia Library

We must consistently seek to meet our community needs by understanding the external partners that we serve.

Strategic Plan: College of Mid-Cascadia Library

Current Reality
Environmental Scan
The school is growing so fast that space is coveted. The library shares space with the tutoring and writing centers. This could be a positive partnership in an ideal setting as a learning commons, but space is so limited that the library needs that space to develop an efficient baseline service center. Because the school is so new and going through accreditation, administration is very concerned about their image. There are strict rules about marketing and anything shown at the school. Everything must comply with the visual outlines and be approved by the school before it is used. This applies to the web presence as well. Additionally, the strategic profile must be in line with the accreditations suggestions and future plan for the school. One possible threat to the strategic profile is conflict with school staff members over competition for space, or not complying or following the steps for marketing and outreach. Another possible threat is not keeping up with the growth of the school. There are classes held in multiple areas around Emerald Lake. Access for all students and growth of the school needs to be considered and implemented into the plan. Also, because the school is new and growing, the budget is not established and proved to work for the long run yet. The library has come out in the black so far due to the fact that we have kept budget allocations flexible in order to meet unexpected needs, but our revenue is dependent upon the schools revenue.

SWOT Analysis
Strengths:

Passionate, dedicated, creative staff. Good cultural preparation for faculty. Shared mission with the college. Comprehensive Strategic Planning process reflects the values of a locally owned and controlled community college. Engagement of the college community in processes for planning and priority setting. Knowledge of industry standards. Strong partnerships with high-school systems and senior colleges. Commitment to community outreach. Regularly assesses its performance and progress (including exit assessments). o Decisions are data-driven and ensure equity in educational persistence and attainment across all student groups. Student needs drive class development. Credit curriculum, certificate classes, workforce training and adult basic education. Day, night and online courses. 8

Strategic Plan: College of Mid-Cascadia Library

Key institutional documents (e.g., mission and vision statements, college catalogue, program descriptions) reflect the focus on student success. Established policies that call for closing the gap in educational attainment between low-income students and students of color.

Weaknesses:

White, non-Hispanic student population is slipping. o Ethnic makeup of staff doesnt reflect commitment to diversity. Budget cuts. o The budget for the current fiscal year supports 1,500 full time students. In fiscal year 2012, 2,800 full-time students are projected, which leaves an unfunded gap of 1,300 students ($3.7 million gap). o No cap on class sizes, even with budget cuts. Enrollment growth over a geographically diverse campus. Though willing to do student and institutional assessment (on enrollment persistence, students meeting personal goals) the school is too new to identify areas for improvement. Not participating in the Community College Survey of Student Engagement. Not the primary information provider for the community. Washington is facing work force shortages.

Opportunities:

Economic downturn leads people to community college. o Including students who fit in the categories of first-generation, low- income, and veterans. Communitys high-school graduation levels are higher than ever before. o Entire school district is committed to increasing college graduation levels. The Washington Division of Professional-Technical Education gathers follow- up data annually, by survey, for graduates of the colleges professional- technical programs. Frequent reports of educational outcomes for different populations (gender, race/ethnicity, income level). Established Foundation with the goal of raising money for the college. College experienced recent increase in the percentage of full-time students. Will soon be centralizing to three main branches. Recent increase in the American Indian or Alaskan-Native student population. New, so it may be easier to implement changes (No instance of "this is the way we've always done it"). Teaches immediately marketable skills in the Center for Workforce Development. Could brand itself as more liberal than the public library.

Strategic Plan: College of Mid-Cascadia Library

Threats

Pre-established Universities to contend with. o New, so less brand awareness, recognition. Few models for culture of evidence because local higher-education institutions are resistant to justifying themselves through assessment. Developments in technology may change this market beyond their ability to adapt. A small change in the focus of a large competitor might wipe out any market position they achieve. Future funding reductions.

Organizational Performance

Currently, the staff of the Kathleen Redfield Library at College of Mid-Cascadia has been doing extensive collection development for a variety of programs for the college. Along with this, the reference collection is being built from the ground up, including appropriate databases and electronic journals to support the faculty and student needs. These efforts have been facilitated by an early injection of funding from savings created the previous year, and the collections are following the guidelines of the Resources for College Libraries Recommendations. The two librarians provide comprehensive reference services, both in person and virtually. Librarians also work with faculty to highlight the resources available in the library to supplement student experience. In the past semester, both librarians have created a new curriculum that addresses specific new student essentials one in accessing and assessing information from the Internet, and the other designed to show how databases are searched. The three library assistants and two work-study students prepare interlibrary loan requests, manage group-study rooms, check out reserve collections, and assist students in finding material. The use of the library has been expanding, as evidenced by the increase in cardholders, the increase in interlibrary loan requests, and the fact that group study rooms are busy enough to require a time limit for their use at peak times. Looking forward, the hope is to offer full 24/7 reference assistance, and provide adequate, comfortable space for all library patrons.

Gap Analysis

CMC has come a long way in the short time that it has been active. The library has a very committed staff that wants to outreach to the local community as well as the college student population. Our website has a high profile presence on the colleges website and has access to many databases, e-books, and research guides. The college is experiencing a growth of students due to the economy and as a by-

Strategic Plan: College of Mid-Cascadia Library

10

product our library is increasing in traffic. We also have an opportunity to work with the public library to help with the use of computers and internet stations. As of right now one of the highest priorities is to bring in more foot traffic and usage from students and the local community. In our latest analysis we found that white, non-Hispanic population is falling in usage statistics. We would like to increase usage in the white, non-Hispanic population by 50% in the next year. On the other hand, the college itself is experiencing a growth of students and the library needs to meet the needs of these new students as well as continuing students and faculty. To do this we will need to budget for more needed materials for these new students. The library is also looking at expanding and/or moving into a different building to cope with the student influx. In our first year we have made good use of the space we started with; however, in this next year we would like to have moved, or be in the process of moving, into a new building with more space for our growing student population.

Strategic Plan: College of Mid-Cascadia Library

11

New Priorities
Strategic Profile
Following its mission statement and future vision, the Kathleen Redfield Library has the potential to make a positive impact in the education of students and faculty at the College of Mid-Cascadia. The library will evolve with the changing information landscape. It will embrace new technological innovations and continue on a growing path of alignment with social media, 24/7 access, mobile services, an electronic presence, and any future innovations. The library staff will continue to actively understand and cater to its patrons. The library will offer services individualized to its student and faculty population. The College of Mid Cascadia is in a stage of rapid development. The school is trying to keep up with its growing student and faculty population and continue to offer an outstanding education to all. The library is at the center of this whirlwind of change. It will remain flexible and ready to embrace change. The library will continually improve to consistently offer the best services possible to its patrons. The following strategic thrusts are inspiring progression at the library: Provide quality service catered to the students and faculty at the College of Mid-Cascadia. Create a student-centered space that is welcoming and inspires learning. Offer access to materials that enhance education. Integrate policies that are inline with the standards of the current library and information world.

Future Vision

The Library will become the heart of the College of Mid-Cascadia. We will create a bridge between the academic and public worlds for our students by providing them with community space; acting as a go-to point for student and faculty research, curriculum support, and information and technological literacy; and facilitating point-of-need access to information, both online and in person. The Redfield Library will create lifelong learners by offering services and programs that enable connection between each student's intellectual pursuits and their interests and lifestyles.

Strategic Initiatives

Goal 1: Maximize access to information for the students and faculty of the college, no matter where they are. Initiative A: Increase Online Accessibility. o Objective I: Re-vamp the library website to improve usability, including one-stop access to databases, the library catalog, digital collections, and virtual reference help.

Strategic Plan: College of Mid-Cascadia Library

12

o Objective II: Partner with Ask-WA, Washington's virtual reference collective, to provide 24-7 reference service to CMC students and faculty, including IM and text reference. Initiative B: Increase Digital Resources. o Objective I: Research the adoption of a demand driven acquisitions model for e-book procurement vis-a-vis PCC and the Orbis Cascade Alliance, where users can visit a web portal that allows them to borrow e-books that then get added to CMC's permanent collection. o Objective II: Begin digitization of select print materials and consolidation of electronic materials in order to create a digital collection for the school that can be used in teaching courses, and make them available via the library catalog and subject research guides.

Goal 2: Create a collaborative library space that accommodates multiple learning styles. Initiative A: Repurpose Space Within the Library. o Objective I: Create more group study space by re-structuring and moving shelving to create discrete study areas as well as designated quiet areas. o Objective II: Revisit the food and drink policy to allow food and drink while maintaining respect for the space and resources. o Objective III: Integrate a caf. Initiative B: Create a positive correlation between library services and student learning. o Objective I: Establish departmental liaisons who participate in departmental planning and meet with faculty to customize and offer course-specific literacy instruction. o Objective II: Provide interactive, monthly programming that structures games and workshops around course content and course- related material in the library collection.

Goal 3: Accommodate the needs of our rapidly growing student population. Initiative A: Increase the Number of Library Staff. o Objective I: Hire a full time assistant librarian at the main library to meet the needs of our new initiatives. o Objective II: Deploy staff at other school campuses to maintain a reference/resource presence. Initiative B: Expand the Existing Library. o Objective I: Move from our current, one-room space in the main college building to an adjacent building with more room. o Objective II: Create a partnership with the technology department to share space and resources with the on-campus computer center.

Strategic Plan: College of Mid-Cascadia Library

13

o Objective III: Continue to allocate funds to collection development and technological infrastructure.

Strategic Plan: College of Mid-Cascadia Library

14

Action Plan
Goal 1
Maximize access to information for the students and faculty of the college, no matter where they are. This goal will, for the next year, take the form of increasing just-in-time remote access to the Kathleen Redfield Librarys collection and services, and expand our growing digital collection. We have spent the previous year building our print collection, and will continue to make this one of our priorities; but with a currently de-centralized campus, remote access is just as important as face-to-face access. Initiative A: Increase Online Accessibility. Objective I: Re-vamp the library website to improve usability, including one- stop access to databases, the library catalog, digital collections, and virtual reference help. To realize this objective, Kimberly will enlist the help of interested students, who will aid in the work of realizing this goal by enrolling in a two-term web design course. Term one will focus on common problems in web design; term two will focus on solving them using holistic web architecture. Participants will earn class credits, learn about the practical applications of information architecture, gain valuable work experience for their resumes, and will be credited on the library website for their work. Care will be taken so that students clearly understand what they are contributing to, how they are contributing, that they are collaborating with library staff, and what non-monetary compensation they will receive for said work. Timeline Measurable Outcomes Costs Complete usability Increase in traffic Promotion of testing of the to the new library Kimberly Stephen website by the end website. to full library staff: of Winter Term $23,500 above 90% reported user 2012. current staffing. satisfaction with Students submit the website. Purchase of four proposals for, and new digital video 90% reported collaborate on cameras for ability to easily finalizing, the usability tests: locate resources on website layout and $550 x 4 = $2200. the website. the architecture of Independent Increased citation the site in Spring contractor: $2500. of library resources Term 2012. on student work. Projected overtime Independent costs up to 60 contractors to hours: $2000. build the new

Strategic Plan: College of Mid-Cascadia Library

15

website for Fall 2012 rollout. Objective II: Partner with Ask-WA, Washington's virtual reference collective, to provide 24-7 reference service to CMC students and faculty, including IM and text reference. Kimberly will employ the aid of our other library assistant, Jen Richards, to complete this objective. Timeline Measurable Outcomes Costs Negotiations with Increase in chat Projected overtime Ask-WA complete reference use by costs up to 40 by end of Fall Term students and hours: $1400. 2011. faculty. CMC reference Increase in text staff, including our reference use by head librarian, students and ready to put in faculty. hours with Ask-WA Periodic as part of their assessment of CMC weekly reference reference staff for duties by beginning reference of Winter Term transaction quality. 2012. 90% reported Link to Ask-WA satisfaction with chat reference on the service. the website by beginning of Winter Term 2012. Initiative B: Increase Digital Resources. Objective I: Research the adoption of a demand driven acquisitions model for e-book procurement vis-a-vis PCC and the Orbis Cascade Alliance, where users can visit a web portal that allows them to borrow e-books that then get added to CMC's permanent collection. This part of the plan is still in the research stages. We first heard about Orbis Cascade Alliances DDA e-books plan via colleagues at Code4Lib Northwest. While we are not yet ready to join the Alliance, we are interested in adopting a plan like this that would allow our users to have a direct say in our collection development. A research team will have to be assembled. Kimberly Stephen and Maureen Redfield, our Head Librarian, will head up this task.

Strategic Plan: College of Mid-Cascadia Library

16

 Timeline Measurable Outcomes Costs Research team Recommendation Increased salary assembled by plan is specific, for three January 2012. measurable, committee attainable, realistic, members for five Teams findings and timely. months: $71,250 and total. recommendations Recommendation on DDA adoption plan can be presented by April implemented within 2012. one year of final decision to move Budgetary analysis forward. and recommendations Recommendation presented to plan requires no school accounting more than 15% of department by total library budget May 2012. to move forward, not including salary for Final decision to committee members. move forward by June 2012. Objective II: Begin digitization of select print materials and consolidation of electronic materials in order to create a digital collection for the school that can be used in teaching courses, and make them available via the library catalog and subject research guides. The entire library team will be responsible for this objective. It is understood that this will be an ongoing project, extending beyond the timeline of the current strategic plan possibly for several years. Timeline Measurable Outcomes Costs Faculty requests First digital Digitization for titles to be collection ready for Vendor: $17,000 digitized received student and faculty from grant money no later than the use by Fall Term for FY2011/12. end of Winter 2012. Server Tower: Term 2012. Meets faculty $4000. Digitization plan requirements for MySQL licensing complete by the information per year to end of Spring Term material necessary maintain database: 2012. to effectively teach $5000 (ongoing). courses of study. Server formatted and databases 90% reporting that prepared no later digital collection is Strategic Plan: College of Mid-Cascadia Library

17

than the end of Spring Term 2012. Digitization process completed over Summer 2012.

easy to navigate/easy to use.

Strategic Plan: College of Mid-Cascadia Library

18

Goal 2
Create a collaborative library space that accommodates multiple learning styles. Creating an intellectual home for the college starts, in many ways, with space. Until the college builds us a full-service library, we have to work with the space we have. These initiatives aim at creating a comfortable, community space that stimulates learning. Initiative A: Repurpose Space Within the Library. In the continual quest to improve student outcomes and experiences we must be open to looking at our physical library space as another resource to be manipulated and revised as student needs dictate. In the next year, as we focus our efforts on meeting the needs of students with various learning styles, needs, and abilities, we will look at repurposing the existing library space in three ways. Objective I: Create more group study space by re-structuring and moving shelving to create discrete study areas as well as designated quiet areas. More and more classes and courses of study are requiring students to work together on collaborative projects. As a commuter campus, CMC students must carve out precious on-campus time and space to work on these projects. The librarys limited group study areas are nearly always full and students are asking for more group space. Balancing this need is the traditional, and yet still relevant, need of students for quiet, individual, areas in the library to study and work. With these needs in mind, the CMC Library will work to create more group study spaces, including spaces equipped with the technological tools to help facilitate the students collaborative projects. Timeline Measurable Outcomes Costs Complete physical 30% decrease in Software to survey by February student requests facilitate 1st. for more group collaborative study space. projects: $1000 Distribute physical mock-ups by March Staff time to 1st. manipulate mock- ups and discover Submit proposed new designs: $250 new design to Library Board for Student worker approval by April time to conduct st. 1 physical survey: $180 Employ new

Strategic Plan: College of Mid-Cascadia Library

19

arrangement by June 30th. (Consider CMC finals schedule to minimize student disruption). Distribute feedback survey by October 15th. Compile budget requests for additional furniture purchasing in time to submit to Budget Committee for the 2012-2013 budget.

Student worker time to create paper mock-ups: $180 Staff time to create and collate responses to feedback survey: $500

Objective II: Revisit the food and drink policy to allow food and drink while maintaining respect for the space and resources. Library staff is conflicted in being cast in the role of the police upholding the librarys current Food and Drink Policy. The Strategic Planning Committee also realizes that many students find snacking and drinking conducive to studying and learning. The current policy prohibits all food and beverages with the exception of closed water containers. The current policy originated out of a desire to keep the library and librarys resources free from damages caused by inevitable spills and potential pests attracted to crumbs and wrappers. It has been suggested that this no-tolerance policy is outdated, interferes with the creation of a welcoming environment for the community, and inhibits the development of relationships between the staff and students. With this in mind, the strategic planning committee suggests that this policy needs to be re-evaluated and revised. The Library-Student council (a board composed of three students appointed by the Student Body President, the library director, and a member of the faculty that informs general library policies) will be charged with this task. It will be important for the Library-Student Council to consider ways in which the conflicting needs can be addressed. It is of utmost importance that our Library resources be protected and respected and that the library staffs concerns are addressed and full staff buy- in is obtained during this process. Timeline Measurable Outcomes Costs Policy draft Reduction in staff Printing costs of completed and time enforcing the new temporary submitted to the Food and Drink signs for Summer Library Board no Policy by 75%. term: $50

Strategic Plan: College of Mid-Cascadia Library

20

later than March 30. Interim policy implemented for Summer 2012 term. Any Policy adjustments discovered and addressed during Summer 2012 term. Final policy implemented for the start of Fall term 2012.

Increase student body usage of the library building.

Printing costs of new permanent signs for Fall term: $ 430 4 hours of graphic design work to design new signs: $ 300 New About the Library Pamphlets reflecting new policy: $350

Objective III: Integrate a caf. The CMC Library recognizes that students have needs for caffeine and nourishment while they study. As a commuter school, in which students do not live on campus, the students must either pack food with them or leave the library area in order to satisfy those needs. CMC has food service in the cafeteria on the opposite side of campus from the library. There is also one coffee shop off-campus within walking distance of the library. Students are observed attempting to study in both of these locations. Visitors to the library often ask at the circulation desk where the closest coffee shop is located. The Strategic Planning Committee has seen the successful collaboration between small cafs and libraries at other community and public colleges in our region and believes our students would find an adjacent caf space beneficial to their work of learning. Luckily, the area immediately adjacent to the entrance to the library is appropriate for a freestanding coffee-cart-type-establishment providing limited ready-made food. There are ample power and water hook-ups available in this location while still allowing enough room for a clear passage into and out of the library. Ideally, in the future move to a larger library space, a larger caf space can be integrated into the design to allow seating for students to relax and enjoy their beverages as well as expanded food offerings. Timeline Measurable Outcomes Costs Research options Student patronage Advertising in the allowed under of caf sufficient Emerald Lake existing contracts for operator to Chamber of

Strategic Plan: College of Mid-Cascadia Library

21

by January 25th. Propose caf to the College Board at January 30th board meeting. Collect proposals by March 1st. Submit to Library Board for decision making at March 15th board meeting. Limited serving hours in effect beginning August 1st.

turn a profit within the first year of operation of Library Caf.

Commerce Newsletter: $450 Staff time to collect and submit proposals: $ 1500

Initiative B: Create a positive correlation between library services and student learning. Objective I: Establish departmental liaisons who participate in departmental planning and meet with faculty to customize and offer course-specific literacy instruction. The library staff plans to meet with departmental heads to establish faculty/library relationships for the purpose of tailoring services to specific learning outcomes and courses of study. Timeline Measurable Outcomes Costs June 2012: Demonstrated student Materials Introduce ARCL proficiency in budget: standards at a information searching $2500. regular faculty and use based on Basic meeting. Begin to individual classroom podcasting draft a statement of rubrics. and information Faculty fidelity to library smartphone competence as a skills learning targets in apps from required learning conjunction with Liberated outcome. classroom benchmarks. Syndication July/August 2012: for 1 year, to 90% reported student Finalize statement. use in satisfaction with Library staff meets creating instruction. with departments online Track amount of time to plan tutorials: spent in instruction with

Strategic Plan: College of Mid-Cascadia Library

22

Objective II: Provide interactive, monthly programming that structures games and workshops around course content and course-related material in the library collection. In addition, we plan to offer learning opportunities that are curriculum-related, but outside the classroom. Timeline Measurable Outcomes Costs Summer 2011: Current gaming Materials: $500. Communicate with systems engage New software faculty about students while in packages: $1500. providing the library. programs that tie 75% reporting into their greater enthusiasm curriculum. for library services. Fall Term 2011: Students Design a resource demonstrate scavenger hunt and greater

collaboration and specialized instruction for Fall Term 2012. September 2012: Fall Term begins. Library staff push into the classroom. Instructors conduct classroom studies to gauge effectiveness of individualized library instruction on student achievement. December 2012: Library conducts user survey to gauge student satisfaction, triangulated with grades to assess information literacy learning. Rinse and repeat.

faculty. Qualitative/Quantitative data from classroom studies show a positive effect on student learning.

$60. All other costs covered in staffing budget.

Strategic Plan: College of Mid-Cascadia Library

23

other offerings for freshman research/writing classes. After Fall Term: Design a survey to assess how the program helped students in their studies and research. Assess results to see if programs need to be re-worked for Spring semester. Before Winter Term: Install research games onto library computers for upcoming programs. Winter Term: Test run new computer programs on new classes. Re-design offerings as needed. Repeat offerings Spring Term. After School Year: Review both Fall and Spring Assessment surveys to see how students worked with programs, and re-work budget for next years programs. Talk to faculty about expanding classes to sophomore classes.

competency in, and comfort with, pertinent material.

Strategic Plan: College of Mid-Cascadia Library

24

Goal 3
Accommodate the needs of our rapidly growing student population. This is essential to our continued success. We are not here to keep up with the school. We are here to keep up with our users: the faculty and students of CMC. Initiative A: Increase the Number of Library Staff. Objective I: Hire a full time assistant librarian at the main library to meet the needs of our new initiatives. The library director will complete job descriptions and begin the hiring process. Timeline Measurable Objectives Costs Ad placement for Increase in number One FTE employee: three weeks in of staff available $57,000. October 2011. for needed work Candidates hotel hours. stay for two nights: Telephone interviews with ten Increase in $1000. candidates in available staff Fly candidates to November 2011. working on library Emerald Lake projects. In-person panel round trip: $3000. interviews with Ad placements for five candidates in three weeks: $225. November 2011. One candidate notified of selection in December 2011, begins work in January of 2012. Objective II: Deploy staff at other school campuses to maintain a reference/resource presence. Because our school is partly de-centralized right now, maintaining a visible presence at other learning sites is essential to both marketing the library and reaching out to students who may not be aware that we are here for them. Our library assistants will complete the action items for this objective, and the librarian on duty will carry them out. Timeline Measurable Outcomes Costs Summer 2011: 75% reported Banner to Identify learning positive student advertise library sites that will feedback on services: $250. Strategic Plan: College of Mid-Cascadia Library 25

benefit most from library presence and choose a consistent three hour time slot for the librarian to visit each week. Summer 2011: Advertise library presence at on school and library websites, and submit digital signs to be shown at all learning sites. August 2011: work with building managers to select and reserve space on a weekly basis; compile items staff will use, such as banner, table cloth, laptop, book cart, and library swag to hand out to students.

service at remote locations. Increased usage of service over time. Increase in library website usage. Increase in digital reference questions by students. Increase in faculty requests and inquiries about library services in classroom.

Library swag: $500.

Initiative B: Expand the Existing Library. Objective I: Move from our current, one-room space in the main college building to an adjacent building with more room. This objective, headed up by the entire library staff, is currently in the planning stages. Though the college has promised us a full-service library building in time, we feel it would be beneficial to explore options for moving into a larger space now. The more space we have, the better we can serve everybody who needs it. Timeline Measurable Outcomes Costs July 2011: Meet Increased space Estimated eventual with building that can be used to budget: $50,000. committee at house books, college to discuss computers, and option of work rooms. relocating; discuss Strategic Plan: College of Mid-Cascadia Library 26

budget and benefits to patrons and staff in expanding our space now, rather than down the road. First Quarter: Start library building fund and research grants for buildings. Second Quarter: Feel out possible donations from local businesses and private citizens. Third Quarter: Propose costs for expanding collection and equipment for new building. Fourth Quarter: Review and revise with school board and staff.

Instructional space for literacy programs that will help students and faculty on and off campus.

Objective II: Create a partnership with the technology department to share space and resources with the on-campus computer center. Timeline Measurable Outcomes Costs End of Winter Ability to share Hardware ad Term: Appoint a resource load software updates: liaison from the between these two $5000 all told, at a staff to departments. 50/50 split - communicate with $2500. Build relations the technology and with technology computer center. department and Both departments computer center. meet to discuss sharing resources and common space.

Strategic Plan: College of Mid-Cascadia Library

27

Objective III: Continue to allocate funds to collection development and technological infrastructure. The Redfield is still a new library. Collection development continues to be a top priority if we are to keep up with student and faculty needs. Timeline Measurable Outcomes Costs Ongoing: Read new Collection up to At least $300,000 reference material date with newest yearly for reviews. publications. acquisitions. December 2011: Technology up to At least $10,000 Construct an date with newest yearly for updating schedule updates and hardware and for our technology. patches. software updates.

Strategic Plan: College of Mid-Cascadia Library

28

Budget
Last Year
Total College Budget, FY2010/11: $38,800,000 Total Library Budget, FY2010/11: $1,164,000 Like many Washington community colleges, CMC gets its funding primarily from state allocations: about 59%. Tuition and fees cover about 17% of revenue, with money from private donors, grants, and the CMC Foundation covering about 19%. Finally, CMC receives 5% of its funding from federal sources. The following chart represents the Librarys budget allocations for the previous fiscal year: Technical $698,400 Services/Acquisitions Staffing $171,000 Technology $116,400 Circulation $100,000 Maintenance/Fees $78,200 The following chart represents the Kathleen Redfield Librarys projected revenue for the 2011/12 fiscal year: Revenue from $1,164,000 School Budget Remaining $80,000 Revenues from FY2010/11 Alan C. Albright $20,000 Grant (earmarked for Digital Upgrades) Total Library $1,264,000 Budget, FY2011/12

New Priorities

The adoption of this strategic plan necessitates new priorities with regards to funding. The following chart outlines our projected additional costs for the fiscal year 2011/2012: Staffing $151,750 Overtime $6000 Technology $16,260 Contractors $19,500

Strategic Plan: College of Mid-Cascadia Library

29

Materials $4630 Advertising $925 Other $4000 Total Additional Costs for FY 2011/12: $203,065 The projected additional costs are almost half-covered by the amount saved over the past two years of operation: New FY 2011/12 Library Budget: $1,060,935 Technical Services/Acquisitions $567,821 Staffing $171,000 Technology $143,911 Circulation $100,000 Maintenance/Fees $78,203 We have been able to maintain our staffing, circulation, and maintenance & fees costs, while keeping our tech services/acquisitions budget at an acceptable functioning level. We have also increased our technology budget, which will come in handy for the increased online access we are planning to implement.

Strategic Plan: College of Mid-Cascadia Library

30

Contingencies

One contingency that weighs heavily on the minds of everyone at the college is the Washington State Legislatures recent decision to cut $84 million from two-year colleges over the next two years. Even though CMC was created with great support from, and at the request of, the community, these cuts affect all two-year community colleges in the state of Washington. Like most of these colleges, CMC relies on most of its revenue coming from the state. We survived the first round of cuts, but more may come down the road. There is a very real possibility that two years after we started offering classes, we will have to cut offerings in order to focus on higher demand courses and services. The cutting of classes and services could cause a drop in enrollment, particularly as the tough economic times continue apace, and potential students worry about not having enough money for college. This could translate to less support for the college overall, which would threaten the librarys existence as well. Combined with this contingency is that of the continued need for space by several departments at the college. The Redfield Library already shares space with the tutoring and writing centers, and with the small space we currently inhabit, thats stretching our services thin, not to mention our resources. To continue forward with our vision of becoming the intellectual heart of the College of Mid-Cascadia, the library must have dedicated space from which to operate. One possible solution that has been discussed is a partnership with the Emerald Lake Public Library. During preliminary, informal discussions, they have indicated that following a consolidation of space at their downtown branch, they would be willing to open up a little bit of space for us to operate out of. Though there would actually be less space open to us in terms of collections display and storage, we would be able to share resources with them as well as make use of their conference rooms for instruction and programming. While it is not our first choice, it is one that we are willing to consider as it would boost our visibility in the community, and it would give the college the time to build and prepare our eventual full-service library space to our needs. Another possible solution is to re-prioritize our strategic initiatives to focus on repurposing existing space within the library, increasing online accessibility and access to digital resources, and increasing the existing number of library staff. We would then postpone the remaining initiatives to the following year. This is an even less attractive proposition than the other one, but with many community colleges looking to see where the axe is going to fall in terms of vital services, we recognize the need to be patient and work steadily toward our goals, over an increased timeline if need be.

Strategic Plan: College of Mid-Cascadia Library

31

Conclusion
The Kathleen Redfield Librarys primary responsibility is to support and enhance the education offered at the College of Mid-Cascadia. We envision that the library can go beyond expectations and become the heart of the college and play a key role in the intellectual growth of our patrons. We strive to offer the best services possible for the students and faculty at the College of Mid-Cascadia. Libraries are responsible for staying relevant and providing innovative services to their patrons. It is essential to assess the needs of an individual librarys population and evaluate how to best meet those needs. This strategic plan has enabled us to take a detailed look at our library and where we would like to take it. The strategic initiatives have been selected as critical steps to align the library with our mission statement and future vision. The staff at the Redfield Library is passionate about their work at the library. Everyone is on the same page of understanding what needs to be done to offer the best services to our patrons. The staff is committed to their roles in the librarys strategic plan. Our team has considered the librarys strengths and weaknesses and we are prepared to take action. While there are internal and external threats to the success of our proposed plan, we are confident that we can improve our services to the student and faculty population at the College of Mid- Cascadia. Our strategic initiatives will facilitate Redfield Library in creating the best library possible, focusing on creating an intellectual space, providing access, and enabling growth.

Strategic Plan: College of Mid-Cascadia Library

32

References

Butts, M. (2010, March 16). CWI faces financial shortfall - Idaho Press-Tribune: News. Idaho Press-Tribune: Local News and Information for the Treasure Valley. Retrieved October 13, 2011, from http://www.idahopress.com/news/article_cf1bd720-30c5-11df-93c2- 001cc4c03286.html College of Western Idaho: Strategic Plan 2011-2015. (n.d.). Official Website of the State of Idaho. Retrieved October 13, 2011, from http://dfm.idaho.gov/Publications/BB/StrategicPlans/SP2011/Education/C WI_SP.pdf CPS HR Consulting. (2004). State of Minnesota department of employee relations SWOT analysis. SWOT Analysis Examples. Retrieved October 13, 2011, from http://www.cps.ca.gov/workforceplanning/documents/SampleCompletedS WOTAnalysis.pdf Donlan, R. (2006). How much does biology really need, anyway?: Determining library budget allocations. Library Issues, 26(6). Retrieved from http://www.libraryissues.com/ Eide Bailey, LLC. (2010, November 16). Financial statements: June 30, 2010 and 2009, College of Western Idaho. College of Western Idaho: Audits. Retrieved October 13, 2011, from https://cwidaho.cc/finance/downloads/Report- College%20Of%20Western%20Idaho-Financials%202010.pdf Green, N. (2011, October 04). College of Western Idaho students seek careers through hands-on training - Idaho Press-Tribune: News. Idaho Press-Tribune: Local News and Information for the Treasure Valley. Retrieved October 13, 2011, from http://www.idahopress.com/news/college-of-western-idaho- students-seek-careers-through-hands-on/article_93086d44-ee4b-11e0-9a30 Long, K. (2011 June 2). Washington budget cuts trim college classes that lead to jobs. The Columbian. Retrieved from http://www.columbian.com/ McClenney, K. M., & McClenney, B. N. (2003). Community college inventory: focus on student persistence, learning, and attainment. Community College Survey of Student Engagement. Retrieved October 13, 2011, from http://www.ccsse.org/publications/Community%20College%20Inventory.p df NINCH. Price of digitization symposium report [Web Page]. Retrieved November 30, 2011, at http://www.ninch.org/forum/price.report.html

Strategic Plan: College of Mid-Cascadia Library

33

Orbis Cascade Alliance. Demand driven acquisitions pilot [Web Page]. Retrieved November 30, 2011, at http://www.orbiscascade.org/

Strategic Plan: College of Mid-Cascadia Library

34

Appendix
Summary Report of Team Project Activities

Strategic Plan: College of Mid-Cascadia Library

35

Appendix A: Summary Report

During the process of creating of the strategic plan for the Kathleen Redfield Library at the College of Mid-Cascadia, we learned a lot about what it takes to create and implement initiatives; but we also learned a lot about group dynamics. We proved that we could overcome setbacks by being flexible about group rolls and viewing Tuckman's stages as cyclical rather than linear. Forming: The formation of the project group took place before we had formal meetings. We were told to form into groups on the Blackboard website. One of our members signed up, and the rest of us joined. We waited until the instruction during the first class weekend to discuss our project. As suggested by De Bonos White Hat, we were anxious to get more information about what our group would be doing what was expected of us, and what the finished product might look like. Once we came together face-to-face, we offered up some ideas for what kind of library we wanted to create a plan for as well as some ideas for group names, but ultimately decided to hold off on those decisions until our first independent meeting. We did quickly decide that we would conduct weekly meetings via Skype, and discussed protocols for attendance. We decided that we would create a wiki to collect all the pieces of the plan as we completed them. One member volunteered to be the group secretary and collected everyone's contact information, which would then be put on Google Docs so we could all see it, and also maintain the wiki. Another member volunteered to act as group leader, and committed to create an agenda for each meeting, and we decided on protocols for suggesting changes to the agenda. Storming: We had quite a bit of discussion at the beginning about what kind of library we wanted to model ours after. We also stormed a bit during many of the meetings while we were deciding on initiatives. In an example of Red-Hat thinking, people had gut reactions about initiatives but werent able to articulate their feelings exactly. There were differences of opinion with regard to how quickly we were moving through the process, what was the most logical order in which to complete the pieces of the plan, how they would fit together, and how closely to mirror the school we chose as our model. Because we began by researching independently, we had a bit of storming each time we came together because we had each independently read about other strategic plans and brainstormed changes to implement; we had to get used to incorporating others ideas, accept the group roles they wanted to take on, and how they wanted to get work done. As Storming bled into Norming, there was evidence of Green-Hat thinking when people threw out ideas they had with a genuine interest in what others thought about them in an effort to come together as a group. Norming: The norming stage began once we had decided on what kind of library to create initiatives for; because we largely worked separately between meetings, there were

Strategic Plan: College of Mid-Cascadia Library

36

several coming-together periods where we touched base on what we had accomplished that week and where we saw our tasks going next. We spent some with our Blue Hats on, thinking about why we had come to the conclusions we did, and communicating that to each other. We settled into different leadership roles than we had started in, as well as settling into a more comfortable rapport for meetings. Decisions were made, and it was clear that some people were willing to acquiesce to the will of the majority, which was a lucky thing for our dynamic and our progress, and a good example of Yellow-Hat harmony-seeking. There were periods when group members had to be absent from meetings, and because this happened largely during the norming stage, we were able to pick up slack, make progress, and keep them in the loop. There was evidence of this stage happening right up until the project was turned in, as we were touching base to make sure everyone was confident about what we were turning in and presenting. Performing: This stage started with the creation of the wiki, when the skeleton of the plan was put up. It was helpful to see what we had left to do, and see things take shape as more parts went up. We were working autonomously and confidently at this point, making decisions about our pieces and were able to address each others questions about our progress. Coming back full circle to the White Hat, we were focused exclusively on the organization of the project and making sure we had all the pieces. In the beginning, we stuck very well to our meeting agendas, though this efficiency was superseded somewhat by wanting to touch base more with each other on a personal level when various personal issues occurred with different members. Whenever member needed to be absent from meetings, we all touched base with each other, took good notes and left records in Skype and on the wiki so that, when people were able to rejoin the group there wasn't a huge recurrence of forming - everyone was pretty good at hitting the ground running. Members were able to play on their strengths, e.g. knowledge of the library system, the strategic plan process, and technology use to contribute.

Strategic Plan: College of Mid-Cascadia Library

37

Appendix B: Meeting Minutes

September 16, 2011, 1:15 PM
Members Present: Crystal, Holly, Kate, Maureen, Kim, Patrick. Project Focus: For our project we decided to focus on a fictitious, small, community college library. We agreed that we would base this library on a real-world example: the College of Western Idaho Library, where Kim works (http://library.cwidaho.cc/home). The library is situated in Nampa, Idaho. It has four full-time employees, and is part of a small school that is expanding rapidly. Team Name: All of us expressed a desire to adopt a name that expressed our commonalities - or possibly, thats an Abilene Paradox rearing its ugly head. :-) One direction was to look at our common leadership strengths for inspiration; another was to riff on certain words that came up regarding our values and strengths. Words that were put forward: community, commons, hybrid space, shared space, co- trained, circle, path, tell, put. No consensus was reached. We will agree on a formal team name at the next meeting. Team Roles: It was agreed that Kate would act as Team Coordinator (leader). She will be responsible for leading team meetings, creating meeting agendas, and providing direction to the group. Patrick will be the Team Secretary. He will be responsible for taking the meeting minutes and group communications. Patrick also volunteered to create the team wiki, where our teams collaborative efforts would be centered, as well as a contact sheet for the team, which will be e-mailed to all team members. All other members are currently at-large, and available to be assigned future roles as they come up. Meeting Guidelines: All decisions regarding this project will be made by unanimous consensus. We will meet bi-weekly at first, with the option to move to weekly meetings should that prove insufficient. Meetings will be Sundays, starting September 24th, at 8 PM Pacific/9 PM Mountain Time. Our team agrees that life happens, and occasionally a member will not be able to make a meeting. In the event that we will still have a quorum of of the team present (4 members), the meeting will go on as scheduled. Absent members can send an e-mail to a team member who will be present, outlining or otherwise containing their contribution to that meeting. Absent members can read the meeting minutes to be updated on meeting outcomes, and/or a present team member will e-mail them with any assignments or clarifications. If there will be less than a quorum present at said meeting, the team will reschedule for the nearest possible date. Communications: Collaborative work will be done on the wiki. All other communications will be done via e-mail. Team members agree to respond to e-mail within 24 hours. The team tentatively agreed to use Google Docs to collaborate on documents, though Holly expressed concern that Docs has been buggy recently.

Strategic Plan: College of Mid-Cascadia Library

38

 For next meeting:

Decide on a team name. Create deadlines for project work.

September 25, 2011, 8 PM

Members in Attendance: Kate, Holly, Maureen, Crystal, Patrick. Kimberly appeared to be online, but perhaps having computer issues; Holly is checking in with her. Team Name: Holly proposed the name, Cascadia Infonauts. The name was ratified unanimously by the members in attendance. Wiki Guidelines: To avoid stepping on each others toes in the writing of content, it was decided that anyone can add a page to the wiki, and that anyone can add content to another members wiki page; though it was suggested to differentiate the new content by either:

Using a different colored text for the new info, or Adding your name to any additions you make.

We also decided that before changing or deleting another persons information, we will ask permission of the original content creator. We can see content ownership by looking at the recent changes page in the wiki navigation. Project focus: Kate, as team coordinator, suggested a focus for our project: Where our organization stands now, where we want it to go, and how to get there. On the where we stand now front, we agreed that we should review the information Kimberly has compiled on the wiki regarding her library at the College of Western Idaho, as well as the documents Rajesh sent out with examples of strategic plans. We also all committed to looking up a different community college strategic plan, and bringing salient points about it to the next meeting to discuss. Wiki Structure: Holly brought up a desire to structure the wiki along the lines of Rajeshs in-class outline, filling in information as we get it done. Maureen agreed. Patrick expressed reservations, as in his previous experience the structure of the project changed throughout the process, which meant that some pages didnt get filled in, making for chaotic navigation. However, he concluded that if such a thing happened, the team could delete the unused pages. Holly and Maureen agreed. Community Needs Analysis Component: Those of us taking 811 this term noticed a connection between this strategic plan and community needs analysis, particularly in the realm of studying individuals in the community. We agreed this would be valuable information to have in the creation of our strategic plan, though we all

Strategic Plan: College of Mid-Cascadia Library

39

experienced hesitation at the thought of duplicating our efforts from another class. Next Meeting: Sunday, October 2nd, 8 PM Pacific/9 PM Mountain time. Assignments: 1. Read Rajesh's materials and the wiki uploads so far. 2. Find a CC library's strategic plan to get your brains storming about ideas for 1. the vision of our library 2. what changes to affect 3. how we get there, 4. the breakdown of individual tasks - particularly if there's some aspect you'd especially like to take charge of.

October 16, 2011, 8 PM

In attendance: Holly, Kate, Kim, Crystal, Maureen. Not in attendance: Patrick (arranged in advance) Holly: time horizon? -we havent discussed it yet OCOM has a fab strategic plan. Holly will upload for us to look at. Crystal found a nifty report to mine from our target library Kate: SWOT analysis -Weaknesses: mostly funding based/caused -Goals: becoming a more important info provider for the community -Re-brand themselves -Suggestions: marketing the importance of the library -work on things that improve the opinion of stakeholders/image in community Kim: votes that the cc library get an imaginary grant Holly: looks like were moving along with our tasks, -should we just keep going on this track? -who is doing gap analysis? Do we have that covered? -Crystal: found I needed more info as I was working. Havent done it yet. Kate/Kim: School consolidating to 3 main branches (future goal) -Would be great if in future library is centrally located to the different campuses. Holly: Maybe we need a map to the surrounding community that feeds the cc Holly: willing to tackle the prep/planning pieces (just to get something on the

Strategic Plan: College of Mid-Cascadia Library

40

wikithen everyone can edit) Mission statement: were doing later after more info is gathered/work done. Kate: Anyone have any research on weaknesses, etc? Kim: found out that theres an equal to their budget amount of money available for the libraryjust have to prove they need it (by using all existing budget maybe? We dont know how to prove they need it) Significant growth in the cc (100%+ increase in 1 yearcool!) Holly: will post her power point of some history about ccs that she did for another class (as background info) Some discussion of Kates SWOT analysiswhere she got facts cited, etc. Kim: so what tasks are we working on this week? Holly: prep and planning piece Kate: (see below) Kim: strategic profile Crystal: will try working on gap analysis now that she/we have more info [geeI realized that I didnt say anything herePatrick, being secretary is not my forte! I was awfully concentrated on recording, etc and was not so successful in the participation aspect of this meeting! MR] Should they measure the staff? (ie, how does the staff feel, how effective, etc) Holly: maybe they (our ccs lib) should have a Patron User Experience Librarian (they have one at OHSU)this person does interviews, etc of patrons/users -Maybe this should be a goal/suggestion for our plan? Kate: has a change: Wants to do a stakeholder analysis. Who are we justifying ourselves to? -Kim: will do some digging Next meeting: 10/23 After next week we should be in a place where we can all talk about what we want to include -Tackling new priorities -talk about where we are in relation to larger community, etc. -where are other cc libraries (in comparison)? -and do we want to go there? Strategic Plan: College of Mid-Cascadia Library 41

Kate will get herself a new headset. Holly has two mascots for us to vote onshell post pictures Everyone will post what they got this week: -Maureen will post minutes -Kate will post agenda for next week

October 23, 2011, 8 PM

Present: Kate, Holly, Maureen, Crystal, Kim Absent: Patrick (with notice) Kate moves that we all refresh on what was done last week.... Work this past week: Kate began a user needs assessment - uploaded onto the wiki - with a description of the people who will be affected by any of library decisions. Kate broke these into users. Analysis of library employees and users is the name of the upload, so all can go there to peruse. Holly uploaded the Org profile, and is working on the Preparation/Planning section (All agreed to change the name to Cascadia College, and will also use fake place names.) At correct time, before submission, Holly offered to do the edit for consistency of names, wording, voice, etc. Crystal noted that she is focusing on the metrics, besides surveys, etc. Crystal is starting work on Gap Analysis. Kim reports she is working on the strategic profile, hoping to finish up this week. Maureen stated she added some pages to wiki so they match the assignment as laid out in the assignment for the strategic plan. Next steps: In underline Maureen noted this next week will be challenging, Holly seconds that!!! Crystal thirds it! Maureen asked if we know the timeline for the strategic plan - noted in Rajesh's notes is that the strategic plan is for 12 months, but Holly will ask for clarification from Rajesh. Since Patrick asked for something to do, group decided that he could begin work on the Strategic Profile and the Future Vision part of the New Priorities section. Kate has questions about the budget. Kim suggested that we come up with some questions to ask Donna Reed about this Strategic Plan: College of Mid-Cascadia Library 42

issue, and maybe Patrick to tap her to get some further clarification on budgets and organization. Maureen noted we should find out the names of some pertinent grants that our library will win, and has agreed to do this in near future. Kate wondered if we could begin work on the contingencies, but Maureen suggested that we need initiatives to be able to know what cold threaten them. Crystal mentioned that we should all watch Freedom Writers. Maureen and Kate have seen it.... Holly may watch with Patrick, and Kim knows where to get a copy. Group decided to meet next week for a brief check-in to keep the schedule.

November 13, 2011, 8PM

Present: Maureen, Patrick, Kim, Holly as note-taker. Absent with notice: Crystal, Kate Holly took notes: Patrick updated: Was able to do some work on strategic profile on the future vision. Got a rough draft set down. Since we are looking at opening two more campuses over the next few years, we may have hard time trying to keep with the big plan, so Patrick is hoping we can tighten the plan, keep to smaller vision for the sake of manageability. In terms of user needs - we could probably address two - 1) library wants space, In terms of a place that serves as heart of school, students and faculty may want space to be community space around their learning. Patrick states a vision for a space to combine learning with interests/lifestyles. 2) user needs are access, place that acts as heart of school- we can access in person and online - focusing on both to be more cost effective and create a central library that ultimately serves three very close campuses Patrick will post his vision piece to wiki - he read it to the three others on Skype. Guiding values, Patrick notes that, although basing on real college, he thought it would be useful to start with our values/beliefs. So, ideas to start the process:

Free books, free information Palpable sense of welcome Friendly, helpful staff Internet access Sense of intellectual space, intellectual home, encompasses that that space is "mine" Design features can support the environment to be our intellectual space. 43

Strategic Plan: College of Mid-Cascadia Library

People still crave physical interaction How are we going to create that environment? Instruction space - yes! Quality teaching Multiple use space Quiet space, computer space, huddle rooms, space for everybody!

We had a small discussion of community college libraries combining with community libraries...so, as Patrick noted, we need a contingency plan maybe could be entering into collaboration with local public library to share space could be a contingency plan. Patrick has offered to put the pieces all together and put into one document. All expressed appreciation. (We think it should be PRETTY!! Oh, so PRETTY!!) The following could be our two strategic initiatives, and each can be broken down into at least two goals and two objectives that are measureable: 1) Creating an intellectual home for students and faculty of college 2) Maximizing access to information for students and faculty of the college. Patrick and Kim liked a particular team's strategic plan, which we will add to notes. (See bottom of page) Just a note: College of Mid Cascadia is the name (CMC), as there is a Cascadia College already. We decided to put it in a hypothetical place, that is same demographics of Moses lake, etc. Lets call it Emerald Lake?!? (Kim noted that their library just did a survey, which her staff thought would be focused on ebooks and electronic resources, but found that users want quiet study space, and more books. Plus, library was approved for 300k for books, and staff to catalog new collections. ) Doing this week: All: Page on Wiki for the initiative for objectives and goals for the Initiatives - include ways to measure these, too. Please add to these as you can!!! Patrick: Putting all that is done so far in one document. Holly: Getting Preparation/Planning piece onto wiki. For next agenda: 1) Money from student fees, and population of students is growing. There may be other routes for funding, so let's talk about it next week. 2) Strategic initiatives and goals/outcomes 3) The presentation (Kim noted that their library just did a survey, which her staff thought would be focused on ebooks and electronic resources, but found that users want quiet study

Strategic Plan: College of Mid-Cascadia Library

44

space, and more books. Plus, library was approved for 300k for books, and staff to catalog new collections. )

November 20, 2011, 8PM

All in Attendance -We discussed ensuring that our initiatives keep to our commitment to be a user- centered space and Holly suggested using ILL as measure of distance learning objective. -Holly added initiative one and Maureen combined pages. -Maureen pointed out that we have to work on executive summary, organization profile, gap analysis, decisions on initiatives, action plans for those initiatives, contingencies for the chosen initiatives, and conclusions. -Patrick added that budget and timelines need to be done. -Holly plans to finish executive summary Monday or Tuesday. -We agreed about having 2 objectives with 2 goals each. -Maureen suggested we post goal/objective ideas to the wiki by Wednesday. -Holly added that we need the objective, then initiatives and measures. -Maureen clarified that we'll post initiatives on the wiki by 1159pm Tuesday and vote by Wednesday at the same time; then get the rest of our stuff on the wiki by Saturday, then start working on the presentation. -Holly confirmed that she is finishing demographics. -Patrick clarified that we're meeting again next Sunday (11/27).

November 27, 2011, 8PM

All in attendance. We touched base on whether we were really all agreed on initiatives, and the appropriate wording of them with regard to maximizing access as it applies to physical space vs. online space, and the meaning of "intellectual heart" vs. "intelligent space". Holly proposed that it dealt with a space that has multiple uses and allows for a variety of uses; has space for face to face, conferencing, etc (e.g. tables, and electronic opportunity). She suggest the model of having two 36" LCD screens, eight data ports for laptops with the ability to toggle between displays; DVD/VCR player; two jacks for wired internet access; wireless access; and a large white board; having sets of markers available for checkout at the Circulation Desk; and having some of library open 24/7. Patrick suggested the wording "create a library space that accommodates multiple learning styles." We clarified that we are working in a 1-year target. Goal 1 Maximise Goal 2 Repurpose Goal 3 Expand Strategic Plan: College of Mid-Cascadia Library 45

Patrick discussed the budget and how he arrived at the percentages based on similar libraries and formulae he had used in a tech plan for a previous class Holly clarified that any budget for expanding and implementing our initiatives would likely be over and above this general, base-line budget We discussed the structure of our presentation: Vision Strategic plan (individual initiatives) Tuckman's Theory Question/answer portion Kate noted that we needed to discuss measurable outcomes for the initiatives, and Patrick suggested that we each take an initiative and outline measurable outcomes, who's responsible for seeing it through, timeline, and budget/resources. Patrick took responsibility for Goal 1 (increasing online accessibility and digital resources). Kate took responsibility for Initiative B of Goal 2 (offering innovative programming that aligns with course outcomes). Holly took responsibility for Initiative C of Goal 2 (maintaining a collaborative relationship with college faculty) and will also still do the executive summary. Maureen took responsibility for Initiative A of Goal 2 (repurposing space within the library) Kim took responsibility for Initiative A of Goal 3 (Increase the number of library staff). Crystal took responsibility for Initiative B of Goal 3 (Expand the existing library). We committed to post to the wiki on Tuesday, and also meet on Skype again that night.

November 29, 2011

All in attendance. We looked at the Prezi that Maureen worked on. We discussed what we need in terms of a reference list, and whether to include that on the Prezi. We looked at the wiki, and discussed who posted the separate parts. We discussed organizational performance: Database access, providing reference, circulation numbers, headcount/use of group study space, statistics on ILL, teaching info literacy, working with faculty on assignment creation. We discussed contingencies: Budgets, technology breakdown, conflict with other departments in the college space allocation, replacing materials, drop in enrollment, Washington CC budget cuts. Kate volunteered to do the appendix (Stages of Group Development) and post it to the wiki. Holly wondered about practicing the presentation before class. Most of us could meet at 4pm in Cramer. Maureen said she would finish the Prezi after she has all the parts, and we can look at it Friday. She will also break it up into logical parts for a presentation. Strategic Plan: College of Mid-Cascadia Library 46

Patrick volunteered to write up the discussed contingencies. Holly is working on the organizational performance piece.

Strategic Plan: College of Mid-Cascadia Library

47