805 Strategic Plan Document

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StrategicPlan:CollegeofMid-CascadiaLibrary 1

TableofContents

EXECUTIVESUMMARY 3

ORGANIZATIONALPROFILE 4

OVERVIEW 4MISSION 5GUIDINGVALUES 5

PREPARATION/PLANNING 6

LIBRARYMANAGEMENTTEAM 6PLANNINGFACTORS 6

CURRENTREALITY 8

ENVIRONMENTAL

SCAN

8SWOTANALYSIS 8ORGANIZATIONALPERFORMANCE 10GAPANALYSIS 10

NEWPRIORITIES 12

STRATEGICPROFILE 12FUTUREVISION 12STRATEGICINITIATIVES 12

ACTIONPLAN 15

GOAL1 15INITIATIVEA:INCREASEONLINEACCESSIBILITY. 15INITIATIVEB:INCREASEDIGITALRESOURCES. 16GOAL2 19INITIATIVEA:REPURPOSESPACEWITHINTHELIBRARY. 19INITIATIVEB:CREATEAPOSITIVECORRELATIONBETWEENLIBRARYSERVICESANDSTUDENTLEARNING . 22GOAL3 25INITIATIVEA:INCREASETHENUMBEROFLIBRARYSTAFF. 25INITIATIVEB:EXPANDTHEEXISTINGLIBRARY. 26

BUDGET 29

LASTYEAR 29NEWPRIORITIES 29

CONTINGENCIES 31

CONCLUSION 32

REFERENCES 33


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APPENDIXA:SUMMARYREPORT 36

APPENDIXB:MEETINGMINUTES 38

SEPTEMBER16,2011,1:15PM 38SEPTEMBER25,2011,8PM 39

OCTOBER16,2011,8PM 40OCTOBER23,2011,8PM 42NOVEMBER13,2011,8PM 43NOVEMBER20,2011,8PM 45NOVEMBER27,2011,8PM 45NOVEMBER29,2011 46


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ExecutiveSummaryWearepleasedtopresentthisStrategicPlanfortheKathleenRedfieldLibraryatTheCollegeofMid-Cascadia.Thecollegewascreatedatthewillofthevoters.Assuch,wewouldnotbehereifitwerenotfortheforesightanddeterminationofGrantCounty,EmeraldLake,andmanymyriadcollaboratorstobringquality

educationtoasectorofthestatethathaslongbeenunderservedforhighereducation.Inreachingouttothebroadercommunity,wewereabletospeaktolocalstudents,faculty,communitypartnersandawiderangeofbusinessmembers.Inanextensiveanalysisofneeds,potentialsandtrendswereidentifiedinorderfortheLibrarytooffertrulyup-to-datetechnologyandappropriatesupporttofacultyofawidevarietyofprogramofferings,fromlifesciencestoforestrytomoretraditionalcourseworkinwritingandmathematics.Thethemeswehavefoundandarefocusingonincludebeingaforceforbringing

studentsintothecollege,providingthemwiththeverybestinaccesstoalllibraryresources,givingthemspaceinwhichtomeetwithfellowstudents,andmakingsurethatallfuturelibraryspacescanaccommodatethegrowthinthethreeplannedcampuses.ThefollowingaretherecommendationsfromtheStrategicPlanteam:

Goal1

Maximizeaccesstoinformationforthestudentsandfacultyofthecollege,nomatterwheretheyare.

Goal2

Createacollaborativelibraryspacethataccommodatesmultiplelearning

styles.

Goal3

Accommodatetheneedsofourrapidlygrowingstudentpopulation.


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OrganizationalProfile

OverviewCollegeofMidCascadia(CMC)isapubliccommunitycollegelocatedinEmeraldLake,Washington.ItservestheEmeraldLakemetropolitanarea.CMCbeganregular

classesonJanuary20,2009.Withafirstyearenrollmentofover1,100,thesecondyearsawagreaterthan100%expansion,whichcontinues.Thecollegeisseekingtoadvanceitsphysicallocationstothreecampuses,fromthecurrent,singleEmeraldLakelocation.ThetwoothersiteswillbeinCascadeValley,andbetweenEmeraldLakeandWylie.EmeraldLakehasthefollowingdemographics:Population:14,475Racialbreakdown:

White,non-Hispanic:11,537(70.9%) Hispanic:3,800(25.4%)

African-American:253(1.7%) Asian/PacificIslander:214(1.4%) NativeAmerican/AlaskanNative:152(1.0%)

Justlikemanycommunitycolleges,CMCseekstoprovidetechnical/professionaltrainingtoavarietyofindustries,workforcedevelopmentsupport,adultbasiceducationfoundations,andcommunityeducationpotentialities-fromyogatocomputerskillstomodernpoliticaldiscourse.Thereisadditionalvisiontoofferfarrier,animalhusbandry,largeanimalveterinarytechnicianandforestrymanagementprogrammingtoaddresstheneedsoflargelyrural,agriculturalcommunitiesinandaroundGrantCounty.Inalltheseprogrammingneeds,thelibrarylayattheheartofitall.Thus,thelibrarysystematCMCwillneedtogrowandexpandatevengreaterratesthanrestofthecampusesinordertofulfillthevisionofGrantCountyvoterswhentheypassedthereferendumtoestablishthecommunitycollegedistrictin2007.Atthistime,theplanningisunderwaytohavetwomorecampuses,eachwiththeirownlibraries.Assuch,thisstrategicplanismeanttoassistinpreparingforthreefullcampuslibrarieswithinthenext5years.Withcurrentenrollmentprojections,theplanistoconsolidateallthreecampusesontheirownsitesby2016.Inthefirststageofplanning,therewereaggressivemeasurestakentoensurethatthecollege

campuslocationswillbeabletobeplacedontheirenvisionedland,whichhasalreadybeenacquiredwiththesegoalsinmind.Thepurposeofthestrategicplanatthisjunctureistoallowtheplanned-forgrowthoftheCMClibrariestobeundertakeninasystematicapproach.Therewillbeaneedtoincorporatetechnologyadvancements,digitization,archivingspace,aswellasawidevarietyofcapitalneeds.Furtherplanningwillalsoincludethelocalcommunities,inordertomaximizetheuseofthecampuses.


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Currently,twofulltimelibrarians(oneofthemtheheadlibrarian),twoparttimelibraryassistants,andthreework-studystudentscomprisethelibrarystaffattheCMCEmeraldLakeCampus.

MissionTheCollegeofMid-CascadiaLibrarysupportsqualityteachingandlearningopportunitiesattheCollegebyprovidingaccesstorelevantinformationresources,offeringservicestoenhancestudentandfacultyuseofthoseresources,andadvancinginformationliteracyinstruction.

GuidingValuesInJanuaryof2011,theCMCLibraryconductedacommunityneedsanalysis,whichincludedanopen-endedusersurveytodeterminewhatCMCstudentsvaluedintheirlibraryandwhattheywantedtoseecontinueasthecollegegrowsandmatures.Thesurveywasdistributedtostudentsandfacultybye-mail.Wereceived

backapproximately130responses,orabouta5.4%returnrate.Hereareafewoftheanswerswereceivedbackthatareindicativeoftheoverallrangeofresponses:

Freebooks,freeinformation. Internetaccess. Thelibraryneedsenoughspacethatitcanbeusedbybothnoisylearners

andquietlearners. Learning. E-booksandstuffarecool,butIlikerealbookstoo. Ilikethatthewebsitepointsyoutodifferentlearningtoolslikedatabases,

buttheyrealittlehardtofindsometimes.

Thewebsitesucks.Jointhe21stcentury,guys. Friendly,helpfulstaff. Anintellectualhomeforthecollege. Computers!

Oftheresponseswereceived,therewasonethemethatsurprisedus:thedesireforanintellectualhomewithinthecollege.Onreflection,itmakessense.Thecollegeisnowtwoyearsold,andisgrowingtoobigtoorapidlytobeabletobeaccommodatedbyonebuilding.WealreadyholdclassesinseverallocationsinEmeraldLake,includingEmeraldLakeHighSchoolfornighttimeclasses.Thedesireforonecentralcollege,withoneheartatitscenter,isoneweatthelibrary

understandandagreewith;andthatwewishtoincludewiththeaimsvoicedinourmissionstatementaspartofourguidingvaluesmovingforward.


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Preparation/Planning

LibraryManagementTeamKathleenPerryVicePresidentofInstruction

LiaisonbetweentheStrategicPlanningCommitteeandtheCMCboard.

MaureenRedfieldHeadLibrarian

Leadingfromthelibrary.

CrystalGrimesPlanningConsultantProfessionalengagedinhelpingtokeeptheStrategicPlanningprocessontrackandaccountabletothelibraryvision.

HollyFreewynnFacultyRepresentativeOfferstheperspectiveofthefaculty,amajorusergroupforthelibrary.

PatrickWohlmutStudentLiaisonOfferstheperspectiveofCMCsstudents,amajorusergroupforthelibrary.

KimberlyStephenLibraryAssistantandTechnologySpecialistBringstwovitalperspectivestothe

work:Thatofthelibrarystaff,andthevisionforfuturetechnologyrequirements.

PlanningFactorsTheCMClibraryisasignificantpartofafastgrowinginstitution.Itisexpectedthatthegrowthofthestudentpopulationwillexceedcurrentcapitalrequirements,untilthelandandbuildingsfortheschoolanditsthreeplannedforcampusesarefullyrealizedby2017.However,thechallengefortheLibrarywillbetoofferthewiderangeofprogramming,instruction,technologyandaccesstootherresourcestoallwhoneedthem.Toofferthesesignificantservicesoverthreecampusesandin

relativelyuniformwayswillneedarolloutplanthattakestheseconcernsintoaccount.ThereissignificantconcernbytheCollege,whichissharedbytheLibrary,oftheperceptionoftheschoolanditsimagewithinthebroadercommunity.Thiscanbetracedtotwofactors:

1. ThecommunitylevythatbeganthefundingbasefortheCMCisonethatwashard-won.Assuch,CMCiscognizantoftheneedtobeabletooffervaluetothecommunitythatwaspromisedwhenthefundingwasvotedon.CMCexpectstobeabletoprove,overtime,theeducationalneedsthatwillbe

supportedbythevisionlaidoutforCMC.

2. Thereareanumberofprogramminggoalsthatnotaretraditionalwithincommunitycollegesinotherpartsofthecountry.Theseincludefarriercredentialing,forestrymanagementprogramming,andotheragriculturaleducationalneeds.


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Wemustconsistentlyseektomeetourcommunityneedsbyunderstandingtheexternalpartnersthatweserve.


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CurrentReality

EnvironmentalScanTheschoolisgrowingsofastthatspaceiscoveted.Thelibrarysharesspacewiththetutoringandwritingcenters.Thiscouldbeapositivepartnershipinanidealsetting

asalearningcommons,butspaceissolimitedthatthelibraryneedsthatspacetodevelopanefficientbaselineservicecenter.Becausetheschoolissonewandgoingthroughaccreditation,administrationisveryconcernedabouttheirimage.Therearestrictrulesaboutmarketingandanythingshownattheschool.Everythingmustcomplywiththevisualoutlinesandbeapprovedbytheschoolbeforeitisused.Thisappliestothewebpresenceaswell.Additionally,thestrategicprofilemustbeinlinewiththeaccreditationssuggestionsandfutureplanfortheschool.Onepossiblethreattothestrategicprofileisconflictwithschoolstaffmembersover

competitionforspace,ornotcomplyingorfollowingthestepsformarketingandoutreach.Anotherpossiblethreatisnotkeepingupwiththegrowthoftheschool.ThereareclassesheldinmultipleareasaroundEmeraldLake.Accessforallstudentsandgrowthoftheschoolneedstobeconsideredandimplementedintotheplan.Also,becausetheschoolisnewandgrowing,thebudgetisnotestablishedandprovedtoworkforthelongrunyet.Thelibraryhascomeoutintheblacksofarduetothefactthatwehavekeptbudgetallocationsflexibleinordertomeetunexpectedneeds,butourrevenueisdependentupontheschoolsrevenue.

SWOTAnalysisStrengths:

Passionate,dedicated,creativestaff. Goodculturalpreparationforfaculty. Sharedmissionwiththecollege. ComprehensiveStrategicPlanningprocessreflectsthevaluesofalocally

ownedandcontrolledcommunitycollege. Engagementofthecollegecommunityinprocessesforplanningandpriority

setting. Knowledgeofindustrystandards. Strongpartnershipswithhigh-schoolsystemsandseniorcolleges. Commitmenttocommunityoutreach. Regularlyassessesitsperformanceandprogress(includingexit

assessments).o Decisionsaredata-drivenandensureequityineducational

persistenceandattainmentacrossallstudentgroups. Studentneedsdriveclassdevelopment. Creditcurriculum,certificateclasses,workforcetrainingandadultbasic

education. Day,nightandonlinecourses.


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Keyinstitutionaldocuments(e.g.,missionandvisionstatements,collegecatalogue,programdescriptions)reflectthefocusonstudentsuccess.

Establishedpoliciesthatcallforclosingthegapineducationalattainmentbetweenlow-incomestudentsandstudentsofcolor.

Weaknesses:

White,non-Hispanicstudentpopulationisslipping.o Ethnicmakeupofstaffdoesntreflectcommitmenttodiversity.

Budgetcuts.o Thebudgetforthecurrentfiscalyearsupports1,500fulltime

students.Infiscalyear2012,2,800full-timestudentsareprojected,whichleavesanunfundedgapof1,300students($3.7milliongap).

o Nocaponclasssizes,evenwithbudgetcuts. Enrollmentgrowthoverageographicallydiversecampus. Thoughwillingtodostudentandinstitutionalassessment(onenrollment

persistence,studentsmeetingpersonalgoals)theschoolistoonewtoidentifyareasforimprovement.

NotparticipatingintheCommunityCollegeSurveyofStudentEngagement. Nottheprimaryinformationproviderforthecommunity. Washingtonisfacingworkforceshortages.

Opportunities:

Economicdownturnleadspeopletocommunitycollege.o Includingstudentswhofitinthecategoriesoffirst-generation,low-

income,andveterans. Communityshigh-schoolgraduationlevelsarehigherthaneverbefore.

o Entireschooldistrictiscommittedtoincreasingcollegegraduationlevels.

TheWashingtonDivisionofProfessional-TechnicalEducationgathersfollow-updataannually,bysurvey,forgraduatesofthecollegesprofessional-technicalprograms.

Frequentreportsofeducationaloutcomesfordifferentpopulations(gender,race/ethnicity,incomelevel).

EstablishedFoundationwiththegoalofraisingmoneyforthecollege. Collegeexperiencedrecentincreaseinthepercentageoffull-timestudents. Willsoonbecentralizingtothreemainbranches. RecentincreaseintheAmericanIndianorAlaskan-Nativestudent

population. New,soitmaybeeasiertoimplementchanges(Noinstanceof"thisisthe

waywe'vealwaysdoneit"). TeachesimmediatelymarketableskillsintheCenterforWorkforce

Development. Couldbranditselfasmoreliberalthanthepubliclibrary.


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Threats

Pre-establishedUniversitiestocontendwith.o New,solessbrandawareness,recognition.

Fewmodelsforcultureofevidencebecauselocalhigher-educationinstitutionsareresistanttojustifyingthemselvesthroughassessment.

Developmentsintechnologymaychangethismarketbeyondtheirabilitytoadapt.

Asmallchangeinthefocusofalargecompetitormightwipeoutanymarketpositiontheyachieve.

Futurefundingreductions.OrganizationalPerformanceCurrently,thestaffoftheKathleenRedfieldLibraryatCollegeofMid-Cascadiahasbeendoingextensivecollectiondevelopmentforavarietyofprogramsforthecollege.Alongwiththis,thereferencecollectionisbeingbuiltfromthegroundup,

includingappropriatedatabasesandelectronicjournalstosupportthefacultyandstudentneeds.Theseeffortshavebeenfacilitatedbyanearlyinjectionoffundingfromsavingscreatedthepreviousyear,andthecollectionsarefollowingtheguidelinesoftheResourcesforCollegeLibrariesRecommendations.

Thetwolibrariansprovidecomprehensivereferenceservices,bothinpersonandvirtually.Librariansalsoworkwithfacultytohighlighttheresourcesavailableinthelibrarytosupplementstudentexperience.Inthepastsemester,bothlibrarianshavecreatedanewcurriculumthataddressesspecificnewstudentessentialsoneinaccessingandassessinginformationfromtheInternet,andtheotherdesignedtoshowhowdatabasesaresearched.

Thethreelibraryassistantsandtwowork-studystudentsprepareinterlibraryloanrequests,managegroup-studyrooms,checkoutreservecollections,andassiststudentsinfindingmaterial.Theuseofthelibraryhasbeenexpanding,asevidencedbytheincreaseincardholders,theincreaseininterlibraryloanrequests,andthefactthatgroupstudyroomsarebusyenoughtorequireatimelimitfortheiruseatpeaktimes.

Lookingforward,thehopeistoofferfull24/7referenceassistance,andprovideadequate,comfortablespaceforalllibrarypatrons.

GapAnalysisCMChascomealongwayintheshorttimethatithasbeenactive.Thelibraryhasaverycommittedstaffthatwantstooutreachtothelocalcommunityaswellasthecollegestudentpopulation.Ourwebsitehasahighprofilepresenceonthecollegeswebsiteandhasaccesstomanydatabases,e-books,andresearchguides.Thecollegeisexperiencingagrowthofstudentsduetotheeconomyandasaby-


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productourlibraryisincreasingintraffic.Wealsohaveanopportunitytoworkwiththepubliclibrarytohelpwiththeuseofcomputersandinternetstations.Asofrightnowoneofthehighestprioritiesistobringinmorefoottrafficandusagefromstudentsandthelocalcommunity.Inourlatestanalysiswefoundthatwhite,

non-Hispanicpopulationisfallinginusagestatistics.Wewouldliketoincreaseusageinthewhite,non-Hispanicpopulationby50%inthenextyear.Ontheotherhand,thecollegeitselfisexperiencingagrowthofstudentsandthelibraryneedstomeettheneedsofthesenewstudentsaswellascontinuingstudentsandfaculty.Todothiswewillneedtobudgetformoreneededmaterialsforthesenewstudents.Thelibraryisalsolookingatexpandingand/ormovingintoadifferentbuildingtocopewiththestudentinflux.Inourfirstyearwehavemadegooduseofthespacewestartedwith;however,inthisnextyearwewouldliketohavemoved,orbein

theprocessofmoving,intoanewbuildingwithmorespaceforourgrowingstudentpopulation.


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NewPriorities

StrategicProfileFollowingitsmissionstatementandfuturevision,theKathleenRedfieldLibraryhasthepotentialtomakeapositiveimpactintheeducationofstudentsandfacultyat

theCollegeofMid-Cascadia.Thelibrarywillevolvewiththechanginginformationlandscape.Itwillembracenewtechnologicalinnovationsandcontinueonagrowingpathofalignmentwithsocialmedia,24/7access,mobileservices,anelectronicpresence,andanyfutureinnovations.Thelibrarystaffwillcontinuetoactivelyunderstandandcatertoitspatrons.Thelibrarywillofferservicesindividualizedtoitsstudentandfacultypopulation.TheCollegeofMidCascadiaisinastageofrapiddevelopment.Theschoolistryingtokeepupwithitsgrowingstudentandfacultypopulationandcontinuetoofferanoutstandingeducationtoall.Thelibraryisatthecenterofthiswhirlwindofchange.Itwillremainflexibleandreadytoembracechange.Thelibrarywillcontinuallyimprovetoconsistentlyofferthebestservicespossibletoitspatrons.Thefollowingstrategicthrustsareinspiringprogressionat

thelibrary: ProvidequalityservicecateredtothestudentsandfacultyattheCollegeof

Mid-Cascadia.

Createastudent-centeredspacethatiswelcomingandinspireslearning. Offeraccesstomaterialsthatenhanceeducation. Integratepoliciesthatareinlinewiththestandardsofthecurrentlibraryand

informationworld.

FutureVisionTheLibrarywillbecometheheartoftheCollegeofMid-Cascadia.Wewillcreateabridgebetweentheacademicandpublicworldsforourstudentsbyprovidingthemwithcommunityspace;actingasago-topointforstudentandfacultyresearch,curriculumsupport,andinformationandtechnologicalliteracy;andfacilitatingpoint-of-needaccesstoinformation,bothonlineandinperson.TheRedfieldLibrarywillcreatelifelonglearnersbyofferingservicesandprogramsthatenableconnectionbetweeneachstudent'sintellectualpursuitsandtheirinterestsandlifestyles.

StrategicInitiativesGoal1:Maximizeaccesstoinformationforthestudentsandfacultyofthecollege,nomatterwheretheyare.

InitiativeA:IncreaseOnlineAccessibility.

o ObjectiveI:Re-vampthelibrarywebsitetoimproveusability,includingone-stopaccesstodatabases,thelibrarycatalog,digitalcollections,andvirtualreferencehelp.


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o ObjectiveII:PartnerwithAsk-WA,Washington'svirtualreferencecollective,toprovide24-7referenceservicetoCMCstudentsandfaculty,includingIMandtextreference.

InitiativeB:IncreaseDigitalResources.o ObjectiveI:Researchtheadoptionofademanddrivenacquisitions

modelfore-bookprocurementvis-a-visPCCandtheOrbisCascadeAlliance,whereuserscanvisitawebportalthatallowsthemtoborrowe-booksthatthengetaddedtoCMC'spermanentcollection.

o ObjectiveII:Begindigitizationofselectprintmaterialsandconsolidationofelectronicmaterialsinordertocreateadigitalcollectionfortheschoolthatcanbeusedinteachingcourses,andmakethemavailableviathelibrarycatalogandsubjectresearchguides.

Goal2:Createacollaborativelibraryspacethataccommodatesmultiplelearningstyles.

InitiativeA:RepurposeSpaceWithintheLibrary.o ObjectiveI:Createmoregroupstudyspacebyre-structuringand

movingshelvingtocreatediscretestudyareasaswellasdesignatedquietareas.

o ObjectiveII:Revisitthefoodanddrinkpolicytoallowfoodanddrinkwhilemaintainingrespectforthespaceandresources.

o ObjectiveIII:Integrateacaf. InitiativeB:Createapositivecorrelationbetweenlibraryservicesand

studentlearning.o ObjectiveI:Establishdepartmentalliaisonswhoparticipatein

departmentalplanningandmeetwithfacultytocustomizeandoffercourse-specificliteracyinstruction.

o ObjectiveII:Provideinteractive,monthlyprogrammingthatstructuresgamesandworkshopsaroundcoursecontentandcourse-relatedmaterialinthelibrarycollection.

Goal3:Accommodatetheneedsofourrapidlygrowingstudentpopulation.

InitiativeA:IncreasetheNumberofLibraryStaff.o ObjectiveI:Hireafulltimeassistantlibrarianatthemainlibraryto

meettheneedsofournewinitiatives.o ObjectiveII:Deploystaffatotherschoolcampusestomaintaina

reference/resourcepresence. InitiativeB:ExpandtheExistingLibrary.

o ObjectiveI:Movefromourcurrent,one-roomspaceinthemaincollegebuildingtoanadjacentbuildingwithmoreroom.

o ObjectiveII:Createapartnershipwiththetechnologydepartmenttosharespaceandresourceswiththeon-campuscomputercenter.


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o ObjectiveIII:Continuetoallocatefundstocollectiondevelopmentandtechnologicalinfrastructure.


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ActionPlan

Goal1Maximizeaccesstoinformationforthestudentsandfacultyofthecollege,nomatterwheretheyare.

Thisgoalwill,forthenextyear,taketheformofincreasingjust-in-timeremoteaccesstotheKathleenRedfieldLibraryscollectionandservices,andexpandourgrowingdigitalcollection.Wehavespentthepreviousyearbuildingourprintcollection,andwillcontinuetomakethisoneofourpriorities;butwithacurrentlyde-centralizedcampus,remoteaccessisjustasimportantasface-to-faceaccess.

InitiativeA:IncreaseOnlineAccessibility.

ObjectiveI:Re-vampthelibrarywebsitetoimproveusability,includingone-stopaccesstodatabases,thelibrarycatalog,digitalcollections,andvirtual

referencehelp.

Torealizethisobjective,Kimberlywillenlistthehelpofinterestedstudents,whowillaidintheworkofrealizingthisgoalbyenrollinginatwo-termwebdesigncourse.Termonewillfocusoncommonproblemsinwebdesign;termtwowillfocusonsolvingthemusingholisticwebarchitecture.Participantswillearnclasscredits,learnaboutthepracticalapplicationsofinformationarchitecture,gainvaluableworkexperiencefortheirresumes,andwillbecreditedonthelibrarywebsitefortheirwork.Carewillbetakensothatstudentsclearlyunderstandwhattheyarecontributingto,howtheyarecontributing,thattheyarecollaboratingwithlibrarystaff,andwhatnon-monetarycompensationtheywillreceiveforsaidwork.

Timeline MeasurableOutcomes Costs

CompleteusabilitytestingofthewebsitebytheendofWinterTerm2012.

Studentssubmitproposalsfor,andcollaborateonfinalizing,the

websitelayoutandthearchitectureofthesiteinSpringTerm2012.

Independentcontractorstobuildthenew

Increaseintraffictothenewlibrarywebsite.

90%reportedusersatisfactionwiththewebsite.

90%reportedabilitytoeasilylocateresourceson

thewebsite. Increasedcitation

oflibraryresourcesonstudentwork.

PromotionofKimberlyStephentofulllibrarystaff:$23,500abovecurrentstaffing.

Purchaseoffournewdigitalvideocamerasforusabilitytests:

$550x4=$2200. Independent

contractor:$2500.

Projectedovertimecostsupto60hours:$2000.


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websiteforFall2012rollout.

ObjectiveII:PartnerwithAsk-WA,Washington'svirtualreferencecollective,toprovide24-7referenceservicetoCMCstudentsandfaculty,includingIM

andtextreference.

Kimberlywillemploytheaidofourotherlibraryassistant,JenRichards,tocompletethisobjective.


NegotiationswithAsk-WAcompletebyendofFallTerm2011.

CMCreferencestaff,includingourheadlibrarian,readytoputinhourswithAsk-WAaspartoftheirweeklyreferencedutiesbybeginningofWinterTerm2012.

LinktoAsk-WAchatreferenceonthewebsitebybeginningofWinterTerm2012.

Increaseinchatreferenceusebystudentsandfaculty.

Increaseintextreferenceusebystudentsandfaculty.

PeriodicassessmentofCMCreferencestaffforreferencetransactionquality.

90%reportedsatisfactionwiththeservice.

Projectedovertimecostsupto40hours:$1400.

InitiativeB:IncreaseDigitalResources.

ObjectiveI:Researchtheadoptionofademanddrivenacquisitionsmodelfore-bookprocurementvis-a-visPCCandtheOrbisCascadeAlliance,whereuserscanvisitawebportalthatallowsthemtoborrowe-booksthatthengetaddedtoCMC'spermanentcollection.

Thispartoftheplanisstillintheresearchstages.WefirstheardaboutOrbisCascadeAlliancesDDAe-booksplanviacolleaguesatCode4LibNorthwest.WhilewearenotyetreadytojointheAlliance,weareinterestedinadoptingaplanlikethisthatwouldallowouruserstohaveadirectsayinourcollectiondevelopment.Aresearchteamwillhavetobeassembled.KimberlyStephenandMaureenRedfield,ourHeadLibrarian,willheadupthistask.


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ResearchteamassembledbyJanuary2012.

TeamsfindingsandrecommendationsonDDAadoptionpresentedbyApril2012.

Budgetaryanalysisandrecommendationspresentedtoschoolaccounting

departmentbyMay2012.

FinaldecisiontomoveforwardbyJune2012.

Recommendationplanisspecific,measurable,

attainable,realistic,andtimely.

Recommendationplancanbeimplementedwithinoneyearoffinaldecisiontomoveforward.

Recommendationplanrequiresnomorethan15%of

totallibrarybudgettomoveforward,notincludingsalaryforcommitteemembers.

Increasedsalaryforthreecommittee

membersforfivemonths:$71,250total.

ObjectiveII:Begindigitizationofselectprintmaterialsandconsolidationofelectronicmaterialsinordertocreateadigitalcollectionfortheschoolthatcanbeusedinteachingcourses,andmakethemavailableviathelibrarycatalogandsubjectresearchguides.

Theentirelibraryteamwillberesponsibleforthisobjective.Itisunderstoodthatthiswillbeanongoingproject,extendingbeyondthetimelineofthecurrentstrategicplanpossiblyforseveralyears.


FacultyrequestsfortitlestobedigitizedreceivednolaterthantheendofWinter

Term2012. Digitizationplan

completebytheendofSpringTerm2012.

Serverformattedanddatabasespreparednolater

FirstdigitalcollectionreadyforstudentandfacultyusebyFallTerm2012.

Meetsfacultyrequirementsforinformationmaterialnecessarytoeffectivelyteachcoursesofstudy.

90%reportingthatdigitalcollectionis

DigitizationVendor:$17,000fromgrantmoneyforFY2011/12.

ServerTower:$4000.

MySQLlicensingperyeartomaintaindatabase:$5000(ongoing).


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thantheendofSpringTerm2012.

DigitizationprocesscompletedoverSummer

2012.

easytonavigate/easytouse.


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Goal2Createacollaborativelibraryspacethataccommodatesmultiplelearningstyles.Creatinganintellectualhomeforthecollegestarts,inmanyways,withspace.Until

thecollegebuildsusafull-servicelibrary,wehavetoworkwiththespacewehave.Theseinitiativesaimatcreatingacomfortable,communityspacethatstimulateslearning.

InitiativeA:RepurposeSpaceWithintheLibrary.Inthecontinualquesttoimprovestudentoutcomesandexperienceswemustbeopentolookingatourphysicallibraryspaceasanotherresourcetobemanipulatedandrevisedasstudentneedsdictate.Inthenextyear,aswefocusoureffortsonmeetingtheneedsofstudentswithvariouslearningstyles,needs,andabilities,we

willlookatrepurposingtheexistinglibraryspaceinthreeways.ObjectiveI:Createmoregroupstudyspacebyre-structuringandmovingshelvingtocreatediscretestudyareasaswellasdesignatedquietareas.Moreandmoreclassesandcoursesofstudyarerequiringstudentstoworktogetheroncollaborativeprojects.Asacommutercampus,CMCstudentsmustcarveoutpreciouson-campustimeandspacetoworkontheseprojects.Thelibraryslimitedgroupstudyareasarenearlyalwaysfullandstudentsareaskingformoregroupspace.Balancingthisneedisthetraditional,andyetstillrelevant,needofstudentsforquiet,individual,areasinthelibrarytostudyandwork.

Withtheseneedsinmind,theCMCLibrarywillworktocreatemoregroupstudyspaces,includingspacesequippedwiththetechnologicaltoolstohelpfacilitatethestudentscollaborativeprojects.


CompletephysicalsurveybyFebruary1st.

Distributephysicalmock-upsbyMarch

1st. Submitproposed

newdesigntoLibraryBoardforapprovalbyApril1st.

Employnew

30%decreaseinstudentrequestsformoregroupstudyspace.

Softwaretofacilitatecollaborativeprojects:$1000

Stafftimetomanipulatemock-upsanddiscovernewdesigns:$250

Studentworkertimetoconductphysicalsurvey:$180


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arrangementbyJune30th.(ConsiderCMCfinalsscheduletominimizestudent

disruption). Distributefeedback

surveybyOctober15th.

CompilebudgetrequestsforadditionalfurniturepurchasingintimetosubmittoBudgetCommitteeforthe2012-2013budget.

Studentworkertimetocreatepapermock-ups:$180

Stafftimetocreateandcollateresponsestofeedbacksurvey:$500

ObjectiveII:Revisitthefoodanddrinkpolicytoallowfoodanddrinkwhilemaintainingrespectforthespaceandresources.LibrarystaffisconflictedinbeingcastintheroleofthepoliceupholdingthelibraryscurrentFoodandDrinkPolicy.TheStrategicPlanningCommitteealsorealizesthatmanystudentsfindsnackinganddrinkingconducivetostudyingandlearning.Thecurrentpolicyprohibitsallfoodandbeverageswiththeexceptionofclosedwatercontainers.Thecurrentpolicyoriginatedoutofadesiretokeepthelibraryandlibrarysresourcesfreefromdamagescausedbyinevitablespillsandpotentialpestsattractedtocrumbsandwrappers.Ithasbeensuggestedthatthis

no-tolerancepolicyisoutdated,interfereswiththecreationofawelcomingenvironmentforthecommunity,andinhibitsthedevelopmentofrelationshipsbetweenthestaffandstudents.Withthisinmind,thestrategicplanningcommitteesuggeststhatthispolicyneedstobere-evaluatedandrevised.TheLibrary-Studentcouncil(aboardcomposedofthreestudentsappointedbytheStudentBodyPresident,thelibrarydirector,andamemberofthefacultythatinformsgenerallibrarypolicies)willbechargedwiththistask.ItwillbeimportantfortheLibrary-StudentCounciltoconsiderwaysinwhichtheconflictingneedscanbeaddressed.ItisofutmostimportancethatourLibraryresourcesbeprotectedandrespectedandthatthelibrarystaffsconcernsareaddressedandfullstaffbuy-inisobtainedduringthisprocess.Timeline MeasurableOutcomes Costs

PolicydraftcompletedandsubmittedtotheLibraryBoardno

ReductioninstafftimeenforcingtheFoodandDrinkPolicyby75%.

PrintingcostsofnewtemporarysignsforSummerterm:$50


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laterthanMarch30.

InterimpolicyimplementedforSummer2012

term. AnyPolicy

adjustmentsdiscoveredandaddressedduringSummer2012term.

FinalpolicyimplementedforthestartofFallterm2012.

Increasestudentbodyusageofthelibrarybuilding.

PrintingcostsofnewpermanentsignsforFallterm:$430

4hoursofgraphicdesignworktodesignnewsigns:$300

NewAbouttheLibraryPamphletsreflectingnewpolicy:$350

ObjectiveIII:Integrateacaf.TheCMCLibraryrecognizesthatstudentshaveneedsforcaffeineandnourishmentwhiletheystudy.Asacommuterschool,inwhichstudentsdonotliveoncampus,thestudentsmusteitherpackfoodwiththemorleavethelibraryareainordertosatisfythoseneeds.CMChasfoodserviceinthecafeteriaontheoppositesideofcampusfromthelibrary.Thereisalsoonecoffeeshopoff-campuswithinwalkingdistanceofthelibrary.Studentsareobservedattemptingtostudyinbothoftheselocations.Visitorstothelibraryoftenaskatthecirculationdeskwheretheclosestcoffeeshopislocated.

TheStrategicPlanningCommitteehasseenthesuccessfulcollaborationbetweensmallcafsandlibrariesatothercommunityandpubliccollegesinourregionandbelievesourstudentswouldfindanadjacentcafspacebeneficialtotheirworkoflearning.Luckily,theareaimmediatelyadjacenttotheentrancetothelibraryisappropriateforafreestandingcoffee-cart-type-establishmentprovidinglimitedready-madefood.Thereareamplepowerandwaterhook-upsavailableinthislocationwhilestillallowingenoughroomforaclearpassageintoandoutofthelibrary.Ideally,inthefuturemovetoalargerlibraryspace,alargercafspacecanbeintegratedintothedesigntoallowseatingforstudentstorelaxandenjoytheirbeveragesaswellasexpandedfoodofferings.


Researchoptionsallowedunderexistingcontracts

Studentpatronageofcafsufficientforoperatorto

AdvertisingintheEmeraldLakeChamberof


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collaborationandspecializedinstructionforFallTerm2012.

September2012:FallTermbegins.Librarystaffpushintotheclassroom.Instructorsconductclassroomstudiestogaugeeffectivenessofindividualizedlibraryinstructiononstudentachievement.

December2012:Libraryconductsusersurveytogaugestudentsatisfaction,triangulatedwithgradestoassessinformationliteracylearning.

Rinseandrepeat.

faculty.

Qualitative/Quantitativedatafromclassroomstudiesshowapositiveeffectonstudent

learning.

$60.

Allothercostscoveredinstaffingbudget.

ObjectiveII:Provideinteractive,monthlyprogrammingthatstructuresgamesandworkshopsaroundcoursecontentandcourse-relatedmaterialinthelibrarycollection.Inaddition,weplantoofferlearningopportunitiesthatarecurriculum-related,butoutsidetheclassroom.


Summer2011:Communicatewith

facultyaboutprovidingprogramsthattieintotheircurriculum.

FallTerm2011:Designaresourcescavengerhuntand

Currentgamingsystemsengage

studentswhileinthelibrary. 75%reporting

greaterenthusiasmforlibraryservices.

Studentsdemonstrategreater

Materials:$500. Newsoftware

packages:$1500.


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otherofferingsforfreshmanresearch/writingclasses.

AfterFallTerm:Designasurveytoassesshowtheprogramhelpedstudentsintheirstudiesandresearch.Assessresultstoseeifprogramsneedtobere-workedforSpringsemester.

BeforeWinterTerm:Installresearchgamesontolibrarycomputersforupcomingprograms.

WinterTerm:Testrunnewcomputerprogramsonnewclasses.Re-designofferingsas

needed.RepeatofferingsSpringTerm.

AfterSchoolYear:ReviewbothFallandSpringAssessmentsurveystoseehowstudentsworkedwithprograms,andre-workbudgetfornextyearsprograms.Talktofacultyaboutexpandingclassestosophomoreclasses.

competencyin,andcomfortwith,pertinentmaterial.


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Goal3

Accommodatetheneedsofourrapidlygrowingstudentpopulation.Thisisessentialtoourcontinuedsuccess.Wearenotheretokeepupwiththe

school.Weareheretokeepupwithourusers:thefacultyandstudentsofCMC.InitiativeA:IncreasetheNumberofLibraryStaff.ObjectiveI:Hireafulltimeassistantlibrarianatthemainlibrarytomeettheneedsofournewinitiatives.Thelibrarydirectorwillcompletejobdescriptionsandbeginthehiringprocess.Timeline MeasurableObjectives Costs

AdplacementforthreeweeksinOctober2011.

TelephoneinterviewswithtencandidatesinNovember2011.

In-personpanelinterviewswithfivecandidatesinNovember2011.

OnecandidatenotifiedofselectioninDecember2011,beginsworkinJanuaryof2012.

Increaseinnumberofstaffavailableforneededworkhours.

Increaseinavailablestaffworkingonlibraryprojects.

OneFTEemployee:$57,000.

Candidateshotelstayfortwonights:$1000.

FlycandidatestoEmeraldLakeroundtrip:$3000.

Adplacementsforthreeweeks:$225.

ObjectiveII:Deploystaffatotherschoolcampusestomaintainareference/resourcepresence.Becauseourschoolispartlyde-centralizedrightnow,maintainingavisiblepresenceatotherlearningsitesisessentialtobothmarketingthelibraryand

reachingouttostudentswhomaynotbeawarethatwearehereforthem.Ourlibraryassistantswillcompletetheactionitemsforthisobjective,andthelibrarianondutywillcarrythemout.Timeline MeasurableOutcomes Costs

Summer2011:Identifylearningsitesthatwill

75%reportedpositivestudentfeedbackon

Bannertoadvertiselibraryservices:$250.


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budgetandbenefitstopatronsandstaffinexpandingourspacenow,rather

thandowntheroad.

FirstQuarter:Startlibrarybuildingfundandresearchgrantsforbuildings.

SecondQuarter:Feeloutpossibledonationsfromlocalbusinesses

andprivatecitizens.

ThirdQuarter:Proposecostsforexpandingcollectionandequipmentfornewbuilding.

FourthQuarter:Reviewandrevisewithschoolboard

andstaff.

Instructionalspaceforliteracyprogramsthatwillhelpstudentsandfacultyonandoff

campus.

ObjectiveII:Createapartnershipwiththetechnologydepartmenttosharespaceandresourceswiththeon-campuscomputercenter.Timeline MeasurableOutcomes Costs

EndofWinterTerm:Appointaliaisonfromthestaffto

communicatewiththetechnologyandcomputercenter.

Bothdepartmentsmeettodiscusssharingresourcesandcommonspace.

Abilitytoshareresourceloadbetweenthesetwodepartments.

Buildrelationswithtechnologydepartmentandcomputercenter.

Hardwareadsoftwareupdates:$5000alltold,ata50/50split-

$2500.


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ObjectiveIII:Continuetoallocatefundstocollectiondevelopmentandtechnologicalinfrastructure.TheRedfieldisstillanewlibrary.Collectiondevelopmentcontinuestobeatoppriorityifwearetokeepupwithstudentandfacultyneeds.


Ongoing:Readnewreferencematerialreviews.

December2011:Constructanupdatingscheduleforourtechnology.

Collectionuptodatewithnewestpublications.

Technologyuptodatewithnewestupdatesandpatches.

Atleast$300,000yearlyforacquisitions.

Atleast$10,000yearlyforhardwareandsoftwareupdates.


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Budget

LastYearTotalCollegeBudget,FY2010/11:$38,800,000TotalLibraryBudget,FY2010/11:$1,164,000

LikemanyWashingtoncommunitycolleges,CMCgetsitsfundingprimarilyfromstateallocations:about59%.Tuitionandfeescoverabout17%ofrevenue,withmoneyfromprivatedonors,grants,andtheCMCFoundationcoveringabout19%.Finally,CMCreceives5%ofitsfundingfromfederalsources.ThefollowingchartrepresentstheLibrarysbudgetallocationsforthepreviousfiscalyear:TechnicalServices/Acquisitions

$698,400

Staffing $171,000

Technology $116,400

Circulation $100,000Maintenance/Fees $78,200

ThefollowingchartrepresentstheKathleenRedfieldLibrarysprojectedrevenueforthe2011/12fiscalyear:

RevenuefromSchoolBudget

$1,164,000

RemainingRevenuesfromFY2010/11

$80,000

AlanC.AlbrightGrant(earmarkedforDigitalUpgrades)

$20,000

TotalLibraryBudget,FY2011/12

$1,264,000

NewPriorities

Theadoptionofthisstrategicplannecessitatesnewprioritieswithregardstofunding.Thefollowingchartoutlinesourprojectedadditionalcostsforthefiscalyear2011/2012:

Staffing $151,750Overtime $6000

Technology $16,260Contractors $19,500


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Materials $4630

Advertising $925Other $4000

TotalAdditionalCostsforFY2011/12:$203,065

Theprojectedadditionalcostsarealmosthalf-coveredbytheamountsavedoverthepasttwoyearsofoperation:NewFY2011/12LibraryBudget:$1,060,935

TechnicalServices/Acquisitions $567,821Staffing $171,000

Technology $143,911

Circulation $100,000Maintenance/Fees $78,203

Wehavebeenabletomaintainourstaffing,circulation,andmaintenance&feescosts,whilekeepingourtechservices/acquisitionsbudgetatanacceptablefunctioninglevel.Wehavealsoincreasedourtechnologybudget,whichwillcomeinhandyfortheincreasedonlineaccessweareplanningtoimplement.


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ContingenciesOnecontingencythatweighsheavilyonthemindsofeveryoneatthecollegeistheWashingtonStateLegislaturesrecentdecisiontocut$84millionfromtwo-yearcollegesoverthenexttwoyears.EventhoughCMCwascreatedwithgreatsupportfrom,andattherequestof,thecommunity,thesecutsaffectalltwo-yearcommunity

collegesinthestateofWashington.Likemostofthesecolleges,CMCreliesonmostofitsrevenuecomingfromthestate.Wesurvivedthefirstroundofcuts,butmoremaycomedowntheroad.Thereisaveryrealpossibilitythattwoyearsafterwestartedofferingclasses,wewillhavetocutofferingsinordertofocusonhigherdemandcoursesandservices.Thecuttingofclassesandservicescouldcauseadropinenrollment,particularlyasthetougheconomictimescontinueapace,andpotentialstudentsworryaboutnothavingenoughmoneyforcollege.Thiscouldtranslatetolesssupportforthecollegeoverall,whichwouldthreatenthelibrarysexistenceaswell.

Combinedwiththiscontingencyisthatofthecontinuedneedforspacebyseveraldepartmentsatthecollege.TheRedfieldLibraryalreadysharesspacewiththetutoringandwritingcenters,andwiththesmallspacewecurrentlyinhabit,thatsstretchingourservicesthin,nottomentionourresources.TocontinueforwardwithourvisionofbecomingtheintellectualheartoftheCollegeofMid-Cascadia,thelibrarymusthavededicatedspacefromwhichtooperate.OnepossiblesolutionthathasbeendiscussedisapartnershipwiththeEmeraldLakePublicLibrary.Duringpreliminary,informaldiscussions,theyhaveindicatedthatfollowingaconsolidationofspaceattheirdowntownbranch,theywouldbewillingtoopenupalittlebitofspaceforustooperateoutof.Thoughtherewouldactuallybelessspaceopentousintermsofcollectionsdisplayandstorage,wewouldbeabletoshareresourceswiththemaswellasmakeuseoftheirconferenceroomsforinstructionandprogramming.Whileitisnotourfirstchoice,itisonethatwearewillingtoconsiderasitwouldboostourvisibilityinthecommunity,anditwouldgivethecollegethetimetobuildandprepareoureventualfull-servicelibraryspacetoourneeds.Anotherpossiblesolutionistore-prioritizeourstrategicinitiativestofocusonrepurposingexistingspacewithinthelibrary,increasingonlineaccessibilityandaccesstodigitalresources,andincreasingtheexistingnumberoflibrarystaff.We

wouldthenpostponetheremaininginitiativestothefollowingyear.Thisisanevenlessattractivepropositionthantheotherone,butwithmanycommunitycollegeslookingtoseewheretheaxeisgoingtofallintermsofvitalservices,werecognizetheneedtobepatientandworksteadilytowardourgoals,overanincreasedtimelineifneedbe.


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OrbisCascadeAlliance.Demanddrivenacquisitionspilot[WebPage].RetrievedNovember30,2011,athttp://www.orbiscascade.org/


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Appendix

SummaryReportofTeamProjectActivities


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AppendixA:SummaryReportDuringtheprocessofcreatingofthestrategicplanfortheKathleenRedfieldLibraryattheCollegeofMid-Cascadia,welearnedalotaboutwhatittakestocreateandimplementinitiatives;butwealsolearnedalotaboutgroupdynamics.Weprovedthatwecouldovercomesetbacksbybeingflexibleaboutgrouprollsandviewing

Tuckman'sstagesascyclicalratherthanlinear.Forming:Theformationoftheprojectgrouptookplacebeforewehadformalmeetings.WeweretoldtoformintogroupsontheBlackboardwebsite.Oneofourmemberssignedup,andtherestofusjoined.Wewaiteduntiltheinstructionduringthefirstclassweekendtodiscussourproject.AssuggestedbyDeBonosWhiteHat,wewereanxioustogetmoreinformationaboutwhatourgroupwouldbedoingwhatwasexpectedofus,andwhatthefinishedproductmightlooklike.Oncewecametogetherface-to-face,weofferedupsomeideasforwhatkindoflibrarywewantedtocreateaplanforaswellassomeideasforgroupnames,butultimatelydecidedto

holdoffonthosedecisionsuntilourfirstindependentmeeting.WedidquicklydecidethatwewouldconductweeklymeetingsviaSkype,anddiscussedprotocolsforattendance.Wedecidedthatwewouldcreateawikitocollectallthepiecesoftheplanaswecompletedthem.Onemembervolunteeredtobethegroupsecretaryandcollectedeveryone'scontactinformation,whichwouldthenbeputonGoogleDocssowecouldallseeit,andalsomaintainthewiki.Anothermembervolunteeredtoactasgroupleader,andcommittedtocreateanagendaforeachmeeting,andwedecidedonprotocolsforsuggestingchangestotheagenda.Storming:Wehadquiteabitofdiscussionatthebeginningaboutwhatkindoflibrarywewantedtomodeloursafter.Wealsostormedabitduringmanyofthemeetingswhileweweredecidingoninitiatives.InanexampleofRed-Hatthinking,peoplehadgutreactionsaboutinitiativesbutwerentabletoarticulatetheirfeelingsexactly.Thereweredifferencesofopinionwithregardtohowquicklyweweremovingthroughtheprocess,whatwasthemostlogicalorderinwhichtocompletethepiecesoftheplan,howtheywouldfittogether,andhowcloselytomirrortheschoolwechoseasourmodel.Becausewebeganbyresearchingindependently,wehadabitofstormingeachtimewecametogetherbecausewehadeachindependentlyreadaboutotherstrategicplansandbrainstormedchangestoimplement;wehadtogetusedtoincorporatingothersideas,acceptthegrouprolestheywantedtotake

on,andhowtheywantedtogetworkdone.AsStormingbledintoNorming,therewasevidenceofGreen-Hatthinkingwhenpeoplethrewoutideastheyhadwithagenuineinterestinwhatothersthoughtabouttheminanefforttocometogetherasagroup.Norming:Thenormingstagebeganoncewehaddecidedonwhatkindoflibrarytocreateinitiativesfor;becausewelargelyworkedseparatelybetweenmeetings,therewere


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severalcoming-togetherperiodswherewetouchedbaseonwhatwehadaccomplishedthatweekandwherewesawourtasksgoingnext.WespentsomewithourBlueHatson,thinkingaboutwhywehadcometotheconclusionswedid,andcommunicatingthattoeachother.Wesettledintodifferentleadershiprolesthanwehadstartedin,aswellassettlingintoamorecomfortablerapportfor

meetings.Decisionsweremade,anditwasclearthatsomepeoplewerewillingtoacquiescetothewillofthemajority,whichwasaluckythingforourdynamicandourprogress,andagoodexampleofYellow-Hatharmony-seeking.Therewereperiodswhengroupmembershadtobeabsentfrommeetings,andbecausethishappenedlargelyduringthenormingstage,wewereabletopickupslack,makeprogress,andkeepthemintheloop.Therewasevidenceofthisstagehappeningrightupuntiltheprojectwasturnedin,asweweretouchingbasetomakesureeveryonewasconfidentaboutwhatwewereturninginandpresenting.Performing:Thisstagestartedwiththecreationofthewiki,whentheskeletonoftheplanwas

putup.Itwashelpfultoseewhatwehadlefttodo,andseethingstakeshapeasmorepartswentup.Wewereworkingautonomouslyandconfidentlyatthispoint,makingdecisionsaboutourpiecesandwereabletoaddresseachothersquestionsaboutourprogress.ComingbackfullcircletotheWhiteHat,wewerefocusedexclusivelyontheorganizationoftheprojectandmakingsurewehadallthepieces.Inthebeginning,westuckverywelltoourmeetingagendas,thoughthisefficiencywassupersededsomewhatbywantingtotouchbasemorewitheachotheronapersonallevelwhenvariouspersonalissuesoccurredwithdifferentmembers.Whenevermemberneededtobeabsentfrommeetings,wealltouchedbasewitheachother,tookgoodnotesandleftrecordsinSkypeandonthewikisothat,whenpeoplewereabletorejointhegrouptherewasn'tahugerecurrenceofforming-

everyonewasprettygoodathittingthegroundrunning.Memberswereabletoplayontheirstrengths,e.g.knowledgeofthelibrarysystem,thestrategicplanprocess,andtechnologyusetocontribute.


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AppendixB:MeetingMinutes

September16,2011,1:15PMMembersPresent:Crystal,Holly,Kate,Maureen,Kim,Patrick.

ProjectFocus:Forourprojectwedecidedtofocusonafictitious,small,communitycollegelibrary.Weagreedthatwewouldbasethislibraryonareal-worldexample:theCollegeofWesternIdahoLibrary,whereKimworks(http://library.cwidaho.cc/home).ThelibraryissituatedinNampa,Idaho.Ithasfourfull-timeemployees,andispartofasmallschoolthatisexpandingrapidly.TeamName:Allofusexpressedadesiretoadoptanamethatexpressedourcommonalities-orpossibly,thatsanAbileneParadoxrearingitsuglyhead.:-)Onedirectionwastolookatourcommonleadershipstrengthsforinspiration;anotherwastoriffoncertainwordsthatcameupregardingourvaluesandstrengths.Wordsthatwereputforward:community,commons,hybridspace,sharedspace,co-

trained,circle,path,tell,put.Noconsensuswasreached.Wewillagreeonaformalteamnameatthenextmeeting.TeamRoles:ItwasagreedthatKatewouldactasTeamCoordinator(leader).Shewillberesponsibleforleadingteammeetings,creatingmeetingagendas,andprovidingdirectiontothegroup.PatrickwillbetheTeamSecretary.Hewillberesponsiblefortakingthemeetingminutesandgroupcommunications.Patrickalsovolunteeredtocreatetheteamwiki,whereourteamscollaborativeeffortswouldbecentered,aswellasacontactsheetfortheteam,whichwillbee-mailedtoallteammembers.Allothermembersarecurrentlyat-large,andavailabletobeassignedfuturerolesastheycomeup.

MeetingGuidelines:Alldecisionsregardingthisprojectwillbemadebyunanimousconsensus.Wewillmeetbi-weeklyatfirst,withtheoptiontomovetoweeklymeetingsshouldthatproveinsufficient.MeetingswillbeSundays,startingSeptember24th,at8PMPacific/9PMMountainTime.Ourteamagreesthatlifehappens,andoccasionallyamemberwillnotbeabletomakeameeting.Intheeventthatwewillstillhaveaquorumofoftheteampresent(4members),themeetingwillgoonasscheduled.Absentmemberscansendane-mailtoateammemberwhowillbepresent,outliningorotherwisecontainingtheircontributiontothatmeeting.Absentmemberscanreadthemeetingminutestobeupdatedonmeetingoutcomes,and/orapresentteammemberwille-mailthemwithanyassignmentsorclarifications.Iftherewillbelessthanaquorumpresentatsaidmeeting,theteamwillrescheduleforthenearestpossibledate.Communications:Collaborativeworkwillbedoneonthewiki.Allothercommunicationswillbedoneviae-mail.Teammembersagreetorespondtoe-mailwithin24hours.TheteamtentativelyagreedtouseGoogleDocstocollaborateondocuments,thoughHollyexpressedconcernthatDocshasbeenbuggyrecently.


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Fornextmeeting:

Decideonateamname. Createdeadlinesforprojectwork.

September25,2011,8PMMembersinAttendance:Kate,Holly,Maureen,Crystal,Patrick.Kimberlyappearedtobeonline,butperhapshavingcomputerissues;Hollyischeckinginwithher.TeamName:Hollyproposedthename,CascadiaInfonauts.Thenamewasratifiedunanimouslybythemembersinattendance.WikiGuidelines:Toavoidsteppingoneachotherstoesinthewritingofcontent,itwasdecidedthatanyonecanaddapagetothewiki,andthatanyonecanaddcontenttoanothermemberswikipage;thoughitwassuggestedtodifferentiatethe

newcontentbyeither:

Usingadifferentcoloredtextforthenewinfo,or Addingyournametoanyadditionsyoumake.

Wealsodecidedthatbeforechangingordeletinganotherpersonsinformation,wewillaskpermissionoftheoriginalcontentcreator.Wecanseecontentownershipbylookingattherecentchangespageinthewikinavigation.Projectfocus:Kate,asteamcoordinator,suggestedafocusforourproject:Where

ourorganizationstandsnow,wherewewantittogo,andhowtogetthere.Onthewherewestandnowfront,weagreedthatweshouldreviewtheinformationKimberlyhascompiledonthewikiregardingherlibraryattheCollegeofWesternIdaho,aswellasthedocumentsRajeshsentoutwithexamplesofstrategicplans.Wealsoallcommittedtolookingupadifferentcommunitycollegestrategicplan,andbringingsalientpointsaboutittothenextmeetingtodiscuss.WikiStructure:HollybroughtupadesiretostructurethewikialongthelinesofRajeshsin-classoutline,fillingininformationaswegetitdone.Maureenagreed.Patrickexpressedreservations,asinhispreviousexperiencethestructureoftheprojectchangedthroughouttheprocess,whichmeantthatsomepagesdidntget

filledin,makingforchaoticnavigation.However,heconcludedthatifsuchathinghappened,theteamcoulddeletetheunusedpages.HollyandMaureenagreed.CommunityNeedsAnalysisComponent:Thoseofustaking811thistermnoticedaconnectionbetweenthisstrategicplanandcommunityneedsanalysis,particularlyintherealmofstudyingindividualsinthecommunity.Weagreedthiswouldbevaluableinformationtohaveinthecreationofourstrategicplan,thoughweall


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experiencedhesitationatthethoughtofduplicatingoureffortsfromanotherclass.NextMeeting:Sunday,October2nd,8PMPacific/9PMMountaintime.Assignments:

1. ReadRajesh'smaterialsandthewikiuploadssofar.2. FindaCClibrary'sstrategicplantogetyourbrainsstormingaboutideasfor

1. thevisionofourlibrary2. whatchangestoaffect3. howwegetthere,4. thebreakdownofindividualtasks-particularlyifthere'ssomeaspect

you'despeciallyliketotakechargeof.

October16,2011,8PMInattendance:Holly,Kate,Kim,Crystal,Maureen.

Notinattendance:Patrick(arrangedinadvance)Holly:timehorizon?-wehaventdiscussedityetOCOMhasafabstrategicplan.Hollywilluploadforustolookat.CrystalfoundaniftyreporttominefromourtargetlibraryKate:SWOTanalysis-Weaknesses:mostlyfundingbased/caused

-Goals:becomingamoreimportantinfoproviderforthecommunity-Re-brandthemselves-Suggestions:marketingtheimportanceofthelibrary-workonthingsthatimprovetheopinionofstakeholders/imageincommunityKim:votesthatthecclibrarygetanimaginarygrantHolly:lookslikeweremovingalongwithourtasks,-shouldwejustkeepgoingonthistrack?-whoisdoinggapanalysis?Dowehavethatcovered?-Crystal:foundIneededmoreinfoasIwasworking.Haventdoneityet.

Kate/Kim:Schoolconsolidatingto3mainbranches(futuregoal)-Wouldbegreatifinfuturelibraryiscentrallylocatedtothedifferentcampuses.Holly:MaybeweneedamaptothesurroundingcommunitythatfeedstheccHolly:willingtotackletheprep/planningpieces(justtogetsomethingonthe


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wikitheneveryonecanedit)Missionstatement:weredoinglateraftermoreinfoisgathered/workdone.Kate:Anyonehaveanyresearchonweaknesses,etc?

Kim:foundoutthattheresanequaltotheirbudgetamountofmoneyavailableforthelibraryjusthavetoprovetheyneedit(byusingallexistingbudgetmaybe?Wedontknowhowtoprovetheyneedit)Significantgrowthinthecc(100%+increasein1yearcool!)Holly:willpostherpowerpointofsomehistoryaboutccsthatshedidforanotherclass(asbackgroundinfo)SomediscussionofKatesSWOTanalysiswhereshegotfactscited,etc.

Kim:sowhattasksareweworkingonthisweek?Holly:prepandplanningpieceKate:(seebelow)Kim:strategicprofileCrystal:willtryworkingongapanalysisnowthatshe/wehavemoreinfo[geeIrealizedthatIdidntsayanythingherePatrick,beingsecretaryisnotmy

forte!Iwasawfullyconcentratedonrecording,etcandwasnotsosuccessfulintheparticipationaspectofthismeeting!MR]

Shouldtheymeasurethestaff?(ie,howdoesthestafffeel,howeffective,etc)Holly:maybethey(ourccslib)shouldhaveaPatronUserExperienceLibrarian(theyhaveoneatOHSU)thispersondoesinterviews,etcofpatrons/users-Maybethisshouldbeagoal/suggestionforourplan?Kate:hasachange:Wantstodoastakeholderanalysis.Whoarewejustifyingourselvesto?-Kim:willdosomediggingNextmeeting:10/23

Afternextweekweshouldbeinaplacewherewecanalltalkaboutwhatwewanttoinclude-Tacklingnewpriorities-talkaboutwhereweareinrelationtolargercommunity,etc.-whereareothercclibraries(incomparison)?-anddowewanttogothere?


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Katewillgetherselfanewheadset.HollyhastwomascotsforustovoteonshellpostpicturesEveryonewillpostwhattheygotthisweek:

-Maureenwillpostminutes-Katewillpostagendafornextweek

October23,2011,8PMPresent:Kate,Holly,Maureen,Crystal,KimAbsent:Patrick(withnotice)Katemovesthatweallrefreshonwhatwasdonelastweek....Workthispastweek:

Katebeganauserneedsassessment-uploadedontothewiki-withadescriptionofthepeoplewhowillbeaffectedbyanyoflibrarydecisions.Katebroketheseintousers.Analysisoflibraryemployeesandusersisthenameoftheupload,soallcangotheretoperuse.HollyuploadedtheOrgprofile,andisworkingonthePreparation/Planningsection(AllagreedtochangethenametoCascadiaCollege,andwillalsousefakeplacenames.)Atcorrecttime,beforesubmission,Hollyofferedtodotheeditforconsistencyofnames,wording,voice,etc.

Crystalnotedthatsheisfocusingonthemetrics,besidessurveys,etc.CrystalisstartingworkonGapAnalysis.Kimreportssheisworkingonthestrategicprofile,hopingtofinishupthisweek.Maureenstatedsheaddedsomepagestowikisotheymatchtheassignmentaslaidoutintheassignmentforthestrategicplan.Nextsteps:InunderlineMaureennotedthisnextweekwillbechallenging,Hollysecondsthat!!!Crystalthirdsit!

Maureenaskedifweknowthetimelineforthestrategicplan-notedinRajesh'snotesisthatthestrategicplanisfor12months,butHollywillaskforclarificationfromRajesh.SincePatrickaskedforsomethingtodo,groupdecidedthathecouldbeginworkontheStrategicProfileandtheFutureVisionpartoftheNewPrioritiessection.Katehasquestionsaboutthebudget.KimsuggestedthatwecomeupwithsomequestionstoaskDonnaReedaboutthis


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issue,andmaybePatricktotaphertogetsomefurtherclarificationonbudgetsandorganization.Maureennotedweshouldfindoutthenamesofsomepertinentgrantsthatourlibrarywillwin,andhasagreedtodothisinnearfuture.

Katewonderedifwecouldbeginworkonthecontingencies,butMaureensuggestedthatweneedinitiativestobeabletoknowwhatcoldthreatenthem.CrystalmentionedthatweshouldallwatchFreedomWriters.MaureenandKatehaveseenit....HollymaywatchwithPatrick,andKimknowswheretogetacopy.Groupdecidedtomeetnextweekforabriefcheck-intokeeptheschedule.

November13,2011,8PMPresent:Maureen,Patrick,Kim,Hollyasnote-taker.

Absentwithnotice:Crystal,KateHollytooknotes:Patrickupdated:Wasabletodosomeworkonstrategicprofileonthefuturevision.Gotaroughdraftsetdown.Sincewearelookingatopeningtwomorecampusesoverthenextfewyears,wemayhavehardtimetryingtokeepwiththebigplan,soPatrickishopingwecantightentheplan,keeptosmallervisionforthesakeofmanageability.Intermsofuserneeds-wecouldprobablyaddresstwo-1)librarywantsspace,Intermsofaplacethatservesasheartofschool,studentsandfacultymaywantspacetobecommunityspacearoundtheirlearning.Patrick

statesavisionforaspacetocombinelearningwithinterests/lifestyles.2)userneedsareaccess,placethatactsasheartofschool-wecanaccessinpersonandonline-focusingonbothtobemorecosteffectiveandcreateacentrallibrarythatultimatelyservesthreeveryclosecampusesPatrickwillposthisvisionpiecetowiki-hereadittothethreeothersonSkype.Guidingvalues,Patricknotesthat,althoughbasingonrealcollege,hethoughtitwouldbeusefultostartwithourvalues/beliefs.So,ideastostarttheprocess:

Freebooks,freeinformation Palpablesenseofwelcome Friendly,helpfulstaff Internetaccess Senseofintellectualspace,intellectualhome,encompassesthatthatspaceis

"mine" Designfeaturescansupporttheenvironmenttobeourintellectualspace.


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Peoplestillcravephysicalinteraction Howarewegoingtocreatethatenvironment? Instructionspace-yes! Qualityteaching Multipleusespace Quietspace,computerspace,huddlerooms,spaceforeverybody!

Wehadasmalldiscussionofcommunitycollegelibrariescombiningwithcommunitylibraries...so,asPatricknoted,weneedacontingencyplanmaybecouldbeenteringintocollaborationwithlocalpubliclibrarytosharespacecouldbeacontingencyplan.Patrickhasofferedtoputthepiecesalltogetherandputintoonedocument.Allexpressedappreciation.(WethinkitshouldbePRETTY!!Oh,soPRETTY!!)

Thefollowingcouldbeourtwostrategicinitiatives,andeachcanbebrokendownintoatleasttwogoalsandtwoobjectivesthataremeasureable:1)Creatinganintellectualhomeforstudentsandfacultyofcollege2)Maximizingaccesstoinformationforstudentsandfacultyofthecollege.PatrickandKimlikedaparticularteam'sstrategicplan,whichwewilladdtonotes.(Seebottomofpage)Justanote:CollegeofMidCascadiaisthename(CMC),asthereisaCascadiaCollegealready.Wedecidedtoputitinahypotheticalplace,thatissamedemographicsof

Moseslake,etc.LetscallitEmeraldLake?!?(Kimnotedthattheirlibraryjustdidasurvey,whichherstaffthoughtwouldbefocusedonebooksandelectronicresources,butfoundthatuserswantquietstudyspace,andmorebooks.Plus,librarywasapprovedfor300kforbooks,andstafftocatalognewcollections.)Doingthisweek:All:PageonWikifortheinitiativeforobjectivesandgoalsfortheInitiatives-includewaystomeasurethese,too.Pleaseaddtotheseasyoucan!!!Patrick:Puttingallthatisdonesofarinonedocument.Holly:GettingPreparation/Planningpieceontowiki.

Fornextagenda:1)Moneyfromstudentfees,andpopulationofstudentsisgrowing.Theremaybeotherroutesforfunding,solet'stalkaboutitnextweek.2)Strategicinitiativesandgoals/outcomes3)Thepresentation(Kimnotedthattheirlibraryjustdidasurvey,whichherstaffthoughtwouldbefocusedonebooksandelectronicresources,butfoundthatuserswantquietstudy


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space,andmorebooks.Plus,librarywasapprovedfor300kforbooks,andstafftocatalognewcollections.)

November20,2011,8PM

AllinAttendance-Wediscussedensuringthatourinitiativeskeeptoourcommitmenttobeauser-centeredspaceandHollysuggestedusingILLasmeasureofdistancelearningobjective.-HollyaddedinitiativeoneandMaureencombinedpages.-Maureenpointedoutthatwehavetoworkonexecutivesummary,organizationprofile,gapanalysis,decisionsoninitiatives,actionplansforthoseinitiatives,contingenciesforthechoseninitiatives,andconclusions.-Patrickaddedthatbudgetandtimelinesneedtobedone.-HollyplanstofinishexecutivesummaryMondayorTuesday.

-Weagreedabouthaving2objectiveswith2goalseach.-Maureensuggestedwepostgoal/objectiveideastothewikibyWednesday.-Hollyaddedthatweneedtheobjective,theninitiativesandmeasures.-Maureenclarifiedthatwe'llpostinitiativesonthewikiby1159pmTuesdayandvotebyWednesdayatthesametime;thengettherestofourstuffonthewikibySaturday,thenstartworkingonthepresentation.-Hollyconfirmedthatsheisfinishingdemographics.-Patrickclarifiedthatwe'remeetingagainnextSunday(11/27).

November27,2011,8PM

Allinattendance.Wetouchedbaseonwhetherwewerereallyallagreedoninitiatives,andtheappropriatewordingofthemwithregardtomaximizingaccessasitappliestophysicalspacevs.onlinespace,andthemeaningof"intellectualheart"vs."intelligentspace".Hollyproposedthatitdealtwithaspacethathasmultipleusesandallowsforavarietyofuses;hasspaceforfacetoface,conferencing,etc(e.g.tables,andelectronicopportunity).Shesuggestthemodelofhavingtwo36"LCDscreens,eightdataportsforlaptopswiththeabilitytotogglebetweendisplays;DVD/VCRplayer;twojacksforwiredinternetaccess;wirelessaccess;andalargewhiteboard;having

setsofmarkersavailableforcheckoutattheCirculationDesk;andhavingsomeoflibraryopen24/7.Patricksuggestedthewording"createalibraryspacethataccommodatesmultiplelearningstyles."Weclarifiedthatweareworkingina1-yeartarget.Goal1MaximiseGoal2RepurposeGoal3Expand


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PatrickdiscussedthebudgetandhowhearrivedatthepercentagesbasedonsimilarlibrariesandformulaehehadusedinatechplanforapreviousclassHollyclarifiedthatanybudgetforexpandingandimplementingourinitiativeswouldlikelybeoverandabovethisgeneral,base-linebudgetWediscussedthestructureofourpresentation:

VisionStrategicplan(individualinitiatives)Tuckman'sTheoryQuestion/answerportionKatenotedthatweneededtodiscussmeasurableoutcomesfortheinitiatives,andPatricksuggestedthatweeachtakeaninitiativeandoutlinemeasurableoutcomes,who'sresponsibleforseeingitthrough,timeline,andbudget/resources.PatricktookresponsibilityforGoal1(increasingonlineaccessibilityanddigitalresources).KatetookresponsibilityforInitiativeBofGoal2(offeringinnovativeprogrammingthatalignswithcourseoutcomes).

HollytookresponsibilityforInitiativeCofGoal2(maintainingacollaborativerelationshipwithcollegefaculty)andwillalsostilldotheexecutivesummary.MaureentookresponsibilityforInitiativeAofGoal2(repurposingspacewithinthelibrary)KimtookresponsibilityforInitiativeAofGoal3(Increasethenumberoflibrarystaff).CrystaltookresponsibilityforInitiativeBofGoal3(Expandtheexistinglibrary).WecommittedtoposttothewikionTuesday,andalsomeetonSkypeagainthatnight.

November29,2011Allinattendance.WelookedatthePrezithatMaureenworkedon.Wediscussedwhatweneedintermsofareferencelist,andwhethertoincludethatonthePrezi.Welookedatthewiki,anddiscussedwhopostedtheseparateparts.Wediscussedorganizationalperformance:Databaseaccess,providingreference,circulationnumbers,headcount/useofgroupstudyspace,statisticsonILL,teachinginfoliteracy,workingwithfacultyonassignmentcreation.Wediscussedcontingencies:Budgets,technologybreakdown,conflictwithother

departmentsinthecollegespaceallocation,replacingmaterials,dropinenrollment,WashingtonCCbudgetcuts.Katevolunteeredtodotheappendix(StagesofGroupDevelopment)andpostittothewiki.Hollywonderedaboutpracticingthepresentationbeforeclass.Mostofuscouldmeetat4pminCramer.MaureensaidshewouldfinishthePreziaftershehasalltheparts,andwecanlookatitFriday.Shewillalsobreakitupintologicalpartsforapresentation.


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Patrickvolunteeredtowriteupthediscussedcontingencies.Hollyisworkingontheorganizationalperformancepiece.

Documents

805 Strategic Plan Document