The Performance-based Budgeting Project Since August 24th, 2001, one of the selected pilot institions of The Performance-based Budgeting Project Started with 5-year strategic plan through this project with an action plan including its mission, vision, goal, weak and strong points in order to provide a contemporary electronic information and documentation center.
Mission The mission of the library is developed from the essential mission of METU, which aims to carry out education, research, and public service activities at the universal standart level. With this mission the METU Library strives to reveal that in order to develop our society and humanity socially, culturally, economically, scientifically, and technologically obtaining, producing, practicing, spreading knowledge and educating individuals with this knowledge are necessary.
Vision Collections(physical and electronic) Learning ennvironment (physical and virtual) Human resources Information management New technology Working environment Quality management Relations Source finding Resource sharing Cooperations with other libraries Community services
SWOT Analysis STRENGTHS Rich collection of books and journals Human resources (experienced staff) Possitive image Adaption to technological change and powerfull technological hardware Relationship with other organizations Organizational and managerial skills WEAKNESSES Human resources (English, reporting, teamwork) Physical conditions Budgeting rules Procurement law Low salaries of librarians
SWOT Analysis Continued.... OPPORTUNITIES Developments in and relations with other libraries Technological developments (computer, librarianship) Variety and variability of customer demands Being a pilot institution in Performans Based Budgeting Project THREATS Unstable foreign exchange rates Increase in the cost of journals and books Private university libraries State employee salary policy Technology (security threats) Natural disasters and accidents
Total Quality Management in the Library Since July 2003, pilot institution of KALDER Strategic plan Restructuring the organization Identifing jobs Writing a procedures for each department Improving staff skills More co-operation between departments Collection map Team-based work groups Monthly statistics
SERIALS COLLECTION ANALYSIS ACCORDING TO USAS Summary Impact FactorRefereed Ulrich's Core Collection27584579814413 METU Print Journals Collection 1124 (%4.07) 872 (%15.04) 1015 (%7.4) METU Electronic Journals Collection 5238 (%18.99) 3017 (%52.04) 4568 (%31.69)
COMPARISON OF ELECTRONIC AND PRINT JOURNALS BY IMPACT FACTOR PrintElectronic AERONAUTICS AND SPACE FLIGHT20,00%30,00% ASTRONOMY19,57%50,00% BIOLOGY3,53%41,38% BUILDING AND CONSTRUCTION50,00% BUSINESS AND ECONOMICS21,45%71,30% CHEMISTRY15,44%45,04% COMPUTERS13,73%69,61% EARTH SCIENCES19,83%46,84% EDUCATION8,67%52,00% ELECTRONICS6,82%70,45% ENERGY15,56%64,44% ENGINEERING26,21%61,90% ENVIRONMENTAL STUDIES6,11%58,33% FOOD AND FOOD INDUSTRIES32,43%37,84% GEOGRAPHY5,36%66,07% HEATING, PLUMBING AND REFRIGERATION25,00%75,00% HISTORY14,81%51,85% HOUSING AND URBAN PLANNING33,33%70,00% LINGUISTICS10,87%45,65% MATHEMATICS26,60%53,45% METALLURGY24,24%39,39%
COMPARISON OF ELECTRONIC AND PRINT JOURNALS BY IMPACT FACTOR cont... MINES AND MINING INDUSTRY34,62%38,46% PETROLEUM AND GAS52,63%26,32% PHILOSOPHY8,70%65,22% PHYSICS24,33%55,96% POLITICAL SCIENCE14,77%59,06% PSYCHOLOGY10,29%46,97% SCIENCES: COMPREHENSIVE WORKS17,39%46,74% SOCIAL SCIENCES: COMPREHENSIVE WORKS15,38%61,54% SOCIOLOGY11,76%52,10% STATISTICS23,26%67,44% TECHNOLOGY: COMPREHENSIVE WORKS12,50%43,75% WATER RESOURCES26,32%42,11%
Action Plans Improving book collection Improving electronic collection E-thesis Improving WEB services Improving ILL services Library data analysis User education Library staff training Improving physical conditions of the library Human resources
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