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{ Strategic Plan Analysis Rebecca Butler. Emory University  Opened in 1838  Major Private Research University  Current Enrollment of 14,000 Students.

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Presentation on theme: "{ Strategic Plan Analysis Rebecca Butler. Emory University  Opened in 1838  Major Private Research University  Current Enrollment of 14,000 Students."— Presentation transcript:

1 { Strategic Plan Analysis Rebecca Butler

2 Emory University  Opened in 1838  Major Private Research University  Current Enrollment of 14,000 Students  7441 Undergraduate  6452 Graduate  Affiliated with the United Methodist Church  Located in Atlanta Georgia

3 Emory Libraries  9 libraries  Main Library is the Robert W. Woodruff Library  Also home to Pitts Theological Library, Goizutea Business Library and others  Total library expenditures for 2010 were over $33.5 million.

4 Emory Libraries Strategic Plan  Covers years 2012-2015  Written in September 20122  Planning school style  SWOT  Objectives  Internal/External Auditing  Strategy Evaluation  Strategy Implementation  General Structure  Vision, Mission and connection to the Institutional Mission  Goals (3)  Strategic Objectives (8)- not directly linked to the goals  FY2012 Milestones  Statement of organizational values

5 Vision and Mission   Vision: "The Emory University Libraries inspire creative expression, scholarship and new knowledge. The Emory University Libraries are a microcosm of Emory University, the heartbeat of the knowledge enterprise. We preserve the past, convene the present, and work to build a better future."  Mission "We develop distinctive collections, services, staff and facilities to preserve our intellectual heritage and advance the discovery and transmission of knowledge for students and scholars of today and tomorrow."

6 Goal 1:   "The Emory Libraries, with its renowned special collections, distinguished staff and world- class facilities, is differentiated from peer institutions and is an international leader for trans- disciplinary research and teaching in modern literature, African American history and culture, civil and human rights, religious expression, health and disease eradication, and conflict resolution."   MARBL (Manuscript, Archives, and Rare Book Library) Collections and MARBL Level 9 and 10 revitalization   Eventual development of a MARBL Building (separate objective) Key Objective

7 Goal 2: Key Objective   "Emory Libraries are recognized as a leader in innovative and robust digital information services and resources."   Research Commons Supporting Digital Scholarship   Application of digital tools and techniques to scholarly communications, research, and teaching.   Digital Scholarship Commons

8 Goal 3: Key Objective   "The Emory Libraries operate as a customer- focused, process- managed and data- driven organization."  Customer focus/Voice of the Customer and Process Improvement  Improve storage and sharing of assessment data  Apply Balanced Scorecard Approach

9 Strengths  In touch with the Mission of the university  Modern Literature Collection in MARBL  African American history and culture collection in MARBL  Traditional meeting ground for scholars  Strong partnerships with faculty  Strong Administrative Support of library goals  Large collections  Commitment to organizational values  Skilled and dedicated staff Weaknesses  Not enough space to house MARBL Collections  Not enough staff for MARBL collections  Technology capabilities are lagging  Not enough areas for events  Few technology enhanced instruction spaces  The current collections and libraries do not appear unified  Customer service is lacking  Access, storage and preservation of digital assets  Not enough control over digital assets  Old systems Opportunities  Attract outstanding students  Enable new forms of scholarship  Development of new certificate programs  Development of new modes of communications and expression  Broad dissemination of scholarship  Cross-campus Collaboration  Additional support for other sciences  Development of new partnerships with faculty  Observe and rapidly prototype information Threats  Competition for funding from other sources  Lack of space for new buildings  Few external partners available for development  Difficulty acquiring necessary technology  Lack of support from faculty and other staff  Digital piracy/unauthorized use  Too many organizations/units/departments dealing with information SWOT

10 Political  Emory University’s Vision  Administrative changes at the University  National and Local election results  Board of Trustees Economical  Funding changes- availability of funds from grants, etc.  Fewer donors available due to economic downturn  University Budget  Library budget within the University budget Social  Increase in need for “third space” spaces  People using technology need a place to gather and discuss in person.  Changing demographics of the student body  Changing demographic of the community surrounding the university Technological  New technologies  Increase of digital resources  Increased emphasis on technology  Technological literacy PEST

11 Benchmarks and Assessment  Possible Benchmarks  LibQual  Academic Renovation benchmarks  Information Commons  Building projects  Assessment  Voice of Customer  Balanced Scorecard  Organizational Values  FY Milestones

12 {{ Strengths  Plan overall is a shift to “Library as Service” facility  Opportunities to more deeply impact Emory University  Measurable outcomes  Dynamic Language  Connection to the institutional mission Weaknesses  No marketing built in  Only one outreach item included  Intention to build 2 buildings seems a bit out of reach Comments/Assessment

13   Cuillier, C. J. (2011). From Surving to Thriving. Journal of Library Administration, 130-155.   Emory University. (2012). About Emory. Retrieved June 2012, from Emory University:   Emory University Libraries. (2012). Robert W. Woodruff Library. Retrieved June 2012, from Emory Libraries:   Emory University Libraries. (2012). Strategic Plan of the Emory University Libraries. Retrieved June 2012, from Emory Libraries:   Forrest, S. B. (2006, September 25). Assessment in the Emory University Libraries: Lurching towards Sustainibility. Retrieved June 2012, from YzViN/Assessment_in_the_Emory_University_Libraries_flash_ppt_presentation#.T-ORGIHBkaE   Hauk, G. S. (n.d.). Emory History. Retrieved June 2012, from Emory History:   LibQual. (2012, April 17). ClimateQual. Retrieved June 2012, from LibQual: UAL.pdf   Lynch, C. (2009, May). Lecture: Impact of Digital Scholarship on Research Libraries. Journal of Library Administration, 49(3), 227-244.   Matthews, J. R. (2005). Strategic Planning and Management for Library Managers. Westport, CT: Libraries Unlimited.   Moran, R. D. (2007). Library and Information Center Management (7th ed.). Westport, CT: Libraries Unlimited.   Research and Markets. (2008, 12 05). Detailed Data from 65 Academic Libraries on Academic Library Building Renovation Benchmarks. M2PressWIRE.   US Department of Education. (2012). Library Statistics Program: Compare Academic Libraries. Retrieved June 2012, from National Center for Education Statistics: up=1 Bibliography

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