1. AIS STRATEGIC PLAN 2007-2010 © 2007 Flickr

2. Content Executive summary: Library vision and strategies 32
Content
Executive summary: Library vision and strategies 3
Achievements of the previous plan strategic plan
Introduction
Mandate
Vision, mission and values 7
Library strategies
Library budget allocation (available on request)
Impact on UP strategic objectives
Conclusion

3. 3
Vision
We strive to be a world-class modern academic research library thereby enabling the University of Pretoria to become an internationally recognized research university
LIBRARY STRATEGIC AREAS
LIBRARY STRATEGIES
UP STRATEGIC THRUSTS
2010
2009
2008
2007
2006
Teach Students eLiteracy & Life-long Learning Skills
Develop Research Support Strategy
Develop new Research Support Role for Information Specialists
Implement Research Support Strategy
Open Access to Scholarly Material
2007
2008
2009
2010
Information Collection
Redefine the information collection to meet the challenges of the new information environment
Academic excellence
Information Literacy
Enhance information literacy for academic success and lifelong learning by using an integrated approach
People centered institution
Enable research & eResearch
Impact positively on research and e-research
Excellence in core functions
Learning & teaching excellence
Strengthen the role of the AIS in the facilitation of learning and teaching
Excellence in support functions
Community development
Contributing to community development
We have four strategic initiatives and will show in later slide how they link up with UP Strategic Objectives. Information about each supplied if I buttons are clicked.
Our current budget is limiting: this slide shows what can be done within these limits.
Local impact
Technology exploitation
Develop a Library 2.0 service model
Transformation
Interfaces HR
Align with UP people centered strategy as it relates to staff
Sustainability
Sustainability
Ensuring the sustainability of the AIS: Financial issues, Quality assurance, Physical facilities, Marketing, Risk management

4. Achievements of the previous strategic plan4
Achievements of the previous strategic plan
Development and implementation of UP digital research repository, UPSpace (
Google Scholar and Scholar SFX as global search engine of the library's electronic sources. (
We are the first library in South Africa to buy the Digibook10000RGB scanner. We also obtained scanners for microfiche / microfilm and slides (
Creation of the eService unit as that part of the AIS primarily responsible for the implementation of the e-Information strategy.
Implementation of the Learning Centre phase 2
Organisational redesign

5. 5
Introduction
This strategic plan has been drafted in the context of a thorough understanding of the challenges facing the University and academic libraries in both the South African and the global context. The University’s strategic plan emphasises the role of the library. The strategic plan aims to support the University in its striving to become an internationally recognized South African research university. It is designed to make a major contribution to the following UP strategic thrusts:
Academic excellence
People centered institution
Excellence in core functions
Excellence in support functions
Local impact
Transformation
Interfaces
Sustainability

6. 6
Mandate
The Academic Information Service is responsible for the management of academic information and knowledge, and for leading the University in information and knowledge innovation

7. Vision, Mission, Values 7 Vision Mission Values
We strive to be a world-class modern academic research library enabling the University of Pretoria to become an internationally recognised research university
Mission
The vision will be achieved by:
    Developing a well balanced and relevant information collection
Providing access to information in all formats nationally and
internationally
    Taking responsibility for information literacy
    Enabling research and e-research
Contributing to learning and teaching excellence
Exploiting new technologies and continuously developing facilities for the
advancement of learning and research
Contributing to community development
Values
We value:
Positive energy for success
Professional and ethical behaviour
Diversity as an asset

8. 8
LIBRARY STRATEGIC AREAS
LIBRARY STRATEGIES
UP STRATEGIC THRUSTS
2010
2009
2008
2007
2006
Teach Students eLiteracy & Life-long Learning Skills
Develop Research Support Strategy
Develop new Research Support Role for Information Specialists
Implement Research Support Strategy
Open Access to Scholarly Material
2007
2008
2009
2010
Information Collection Focus 1
Redefine the information collection to meet the challenges of the new information environment
Academic excellence
Information Literacy
Enhance information literacy for academic success and lifelong learning by using an integrated approach
People centered institution
Enable research & eResearch
Impact positively on research and e-research
Excellence in core functions
Learning & teaching excellence
Strengthen the role of the AIS in the facilitation of learning and teaching
Excellence in support functions
Community development
Contributing to community development
Local impact
We have four strategic initiatives and will show in later slide how they link up with UP Strategic Objectives. Information about each supplied if I buttons are clicked.
Our current budget is limiting: this slide shows what can be done within these limits.
Technology exploitation
Develop a Library 2.0 service model
Transformation
Interfaces
HR Focus 2
Align with UP people centered strategy as it relates to staff
Sustainability
Sustainability
Ensuring the sustainability of the AIS: Financial issues, Quality assurance, Physical facilities, Marketing, Risk management

9. 9
Conclusion
The primary responsibility of an academic library is to service and uphold the academic institution of which it is a part. This is in line with the generally accepted fact that academic libraries are the heart of their respective institutions. Therefore, by striving to become and to deliver a world-class Library Service the Library will be enabling the University of Pretoria to attain its primary strategic objective, viz.: that of becoming an internationally recognised South African teaching and research university.
The strategic objectives and goals contained in the Library’s Plan have been carefully selected not only to support its vision of becoming world-class, but also to enable it to actively participate in the important task of shaping the future of academic and research libraries. The UP Library Service sees itself as strategically positioned to make a major contribution towards the successful attainment of this task, viz.: that of shaping and defining the future of academic and research libraries.

10. Strategic objectives:10
Information collection strategy: Redefine the information collection to meet the challenges of the new information environment
Strategic objectives:
Marketing and management of client perceptions (Hilda & Head of Special Unit; period; budget; staff involved: information specialists)
Implement digitisation and preservation (Heila & Hilda; ; budget: staff involved: eService; information specialists; Special Collections; IMPS – cataloguers; IT)
Create a new framework for the development of the information resources collection e.g. implementing benchmarking tools to improve the collection (Hilda; period; budget; staff involved: IMPS; shelvers; information specialists; IT)
Establish new role and focus of Special Collections (Hilda; 2007; budget; staff involved: Special Collections; eService)

11. Strategic objectives:11
Information literacy strategy: Enhance information literacy for academic success and lifelong learning by using an integrated approach (Hilda; staff involved: Learning Centre; information specialists; eService; Quality unit)
Strategic objectives:
Policy formulation
Alignment between all role players e.g. AIS, Departments of of Information Science and Informatics, Faculties
Integrated information literacy program for AIS (and Head of Special Unit)
Online training
Better integration into academic programs
Revamp management information system

12. Strategic objectives:12
Learning and eLearning facilitation strategy: Strengthen the role of the AIS in the facilitation of learning and teaching (Hilda; staff involved: information specialists; IMPS; IT)
Strategic objectives:
Strengthen interface with Education Innovation (EI)
Integration with academic programs
Improved support of information resources to undergraduates
Multi-media production laboratory in the Learning Centre

13. Research and eResearch enablement strategy: Impact positively on research and eResearch13
Strategic objectives:
Physical space for researchers (Hilda; needs analysis; period; budget)
Adapting the role of the information specialist to the changed environment (Hilda; period; budget: staff involved: Executive; Heads of branch libraries; information specialists)
Buy and implement commercial link resolver (Heila; 2007; budget; staff involved: IMPS; eService; information specialists)
To bring openUP (open access journals) and associated initiatives to maturity (Monica; period; budget; staff involved: eService; information specialists)
To populate the UP digital research repository, UPSpace (Heila; ; budget; staff involved: eService; Special collections; information specialists; IMPS - cataloguers)
Undertake a trusted repository evaluation of UPSpace (Heila; ; budget: staff involved: eService)
Investigate digital curation practices for UP (Heila; 2007; budget: staff involved: eService)
Investigate the viability of a VRE (virtual research environment) for UP (Heila; ; budget: staff involved: eService)
Develop a model for an eResearch centre for UP (Heila; 2007; budget)
Investigate library’s capacity to accommodate eResearch (Heila; ; budget)
To develop and implement a post-graduate strategy in consultation with other UP role players (Hilda; period; budget)

14. Federated search engine R0.8M14
Library Catalogue
Databases
E-journals
Theses

15. Open Access: another route for scientific publishing15
Open Access: another route for scientific publishing
Characteristics of open access publishing
Content must be free of charge for all users with an internet connection.
The copyright holder must consent in advance to let users "copy, use, distribute, transmit and display the work publicly and to make and distribute derivative works, in any digital medium for any responsible purpose”.
Peer review is implied.
Authorship must be properly attributed.
OA Journals (1666)
Institutional and Subject Repositories for individual articles

16. Technology exploitation strategy: Develop a Library 2.0 service model16
Technology exploitation strategy: Develop a Library 2.0 service model
Strategic objectives:
Investigate and apply Library 2.0 applications (Heila; ; budget: staff involved: eService; information specialists; IT etc)
Align library IT department with UP IT service department (ITS) (Library executive; 2007; budget; staff involved: IT)
Sorting out support, relationship and interaction with ITS (Library executive; 2007; budget; staff involved: eService; IT)
Find solutions for pressing problems e.g. bandwidth and wireless (Robert; period; budget; staff involved: IT; executive)
Integrate with objectives from all other strategies and vice versa (Library executive; 2007; budget; staff involved: library staff)

17. “emphasize online collaboration and sharing among users”

18. The Information Revolution: Web 2.0 Software development18
The Information Revolution: Web 2.0 Software development
Web 2.0
Social networks, tagging for sharing e.g. e.g. Flickr, Del.icio.us, MySpace, MyTube, Wikipedia …
Wikis, Blogs, RSS-feeds, folksonomies …
Software delivered as a service
Google Scholar & Scholar SFX
Windows Live Academic
Mashups
© 2006 Richard Wallis

19. 19

20. 20 http://en.wikipedia.org/wiki/Image:L2-meme2.gif#file
Enable (e) Research

21. 21
Mashup example
© 2006 Richard Wallis
© 2006 Richard Wallis

22. 22
Mashup example
secondlife.com
© 2006 Richard Wallis

23. Strategic objectives: Sharing expertise 23
Community development strategy: Contributing to community development (Head of Special Unit; staff involved: library staff)
Strategic objectives:
Sharing expertise
Ceatup courses e.g. a digital repository course (Heila; 2007; budget)
Involvement with faculty initiatives
Taking initiatives to contribute to community development e.g. VETBOOKS for Africa

24. Strategic objectives: 24
Human resources strategy: Align with UP people centered strategy as it relates to staff (Robert; staff involved: HR unit; executive and management)
Strategic objectives:
Staff development plan to support the strategic plan and linked to performance management
Fill vacancies
More posts for identified areas
“the right people on the bus”
Procure post of HR practitioner at professional level
Make sure staff see the bigger picture and the changing environment

25. 25
Sustainability strategy: Ensuring the sustainability of the library: Financial issues, Quality assurance, Physical facilities, Marketing, Risk management

26. Strategic objectives: Develop the external market 26
Financial issues strategy: To optimise income and expenditure (Robert; staff involved: Finance unit; executive)
Strategic objectives:
Develop the external market
Exploit opportunities obtaining external funding
Information resources budget and related IT issues e.g. bandwidth to be explored
Optimising expenditure

27. Strategic objectives: Investigate activity based costing (ABC) 27
Quality assurance strategy: To be a quality driven organisation (Monica; staff involved: Quality unit; library staff)
Strategic objectives:
Investigate activity based costing (ABC)
HEQC: prepare staff; implement recommendations into strategies; retain momentum; promote quality consciousness
Upgrade management information collection and presentation – make it more accessible;
Regular client surveys
Develop library performance indicators
Revise policy framework and foster the concept of policy as an empowering governance mechanism

28. 28
Physical facilities strategy: Physical facilities must support library strategies (Robert; staff involved: Physical facilities unit; management; executive)
Strategic objectives:
Research facilities in the library
Explore the possibility of a science library as part of the UP proposal to build a new science and engineering building
Multi-media production lab
Physical space audit, including IMPS
Expand music library
Take final decision re Mamelodi into account
Access control for main library; branch libraries; post-graduate facility
Budget for Education library air-conditioning
Create conditions in Africana conducive to preservation
Level 2 (Management & Economics branch library) upgrade
Carpets for Medical and Education branch libraries
New computer lab for Medical library

29. Strategic objectives: Branding Web site 29
Marketing strategy: Reposition library as essential in minds of stakeholders (Robert: staff involved: Special unit; eService)
Strategic objectives:
Branding
Web site
Recruit qualified person for special unit
Marketing plan

30. Strategic objectives:30
Risk management strategy: To minimise risks (Robert: staff involved: executive and management)
Strategic objectives:
Revisit and manage risk management plan

31. Strategic objectives: Organise the following events Create a legacy31
UP Centenary Strategy / Activity: To contribute meaningfully to the UP centenary in 2008 (Monica: staff involved: library staff)
Strategic objectives:
Organise the following events
Create a legacy
Event 1: Book Fair = UP flagship event (In diens van kennis) Date: March/April Wednesday – Saturday or Sunday
Event 2: 100 years of library service Date: May
Event 3: World Literacy Day Date: 8 September
Event 4: Mortenson Leadership Programme Date: November

32. Library budget allocation 200732
Library budget allocation 2007

33. 33
LIBRARY STRATEGIC AREAS
LIBRARY STRATEGIES
UP STRATEGIC THRUSTS
2010
2009
2008
2007
2006
Teach Students eLiteracy & Life-long Learning Skills
Develop Research Support Strategy
Develop new Research Support Role for Information Specialists
Implement Research Support Strategy
Open Access to Scholarly Material
2007
2008
2009
2010
Information Collection Focus 1
Redefine the information collection to meet the challenges of the new information environment
Academic excellence
Information Literacy
Enhance information literacy for academic success and lifelong learning by using an integrated approach
People centered institution
Enable research & eResearch
Impact positively on research and e-research
Excellence in core functions
Learning & teaching excellence
Strengthen the role of the AIS in the facilitation of learning and teaching
Excellence in support functions
Community development
Contributing to community development
Local impact
We have four strategic initiatives and will show in later slide how they link up with UP Strategic Objectives. Information about each supplied if I buttons are clicked.
Our current budget is limiting: this slide shows what can be done within these limits.
Technology exploitation
Develop a Library 2.0 service model
Transformation
Interfaces
HR Focus 2
Align with UP people centered strategy as it relates to staff
Sustainability
Sustainability
Ensuring the sustainability of the AIS: Financial issues, Quality assurance, Physical facilities, Marketing, Risk management

34. © 2007 Flickr

35. ESTIMATED COSTS FOR SFX® FOR THE35
ESTIMATED COSTS FOR SFX® FOR THE
UNIVERSITY OF PRETORIA
- hosted at The University of Pretoria
Software license
US$35,000 Capital
Implementation & two days of training*
US$ 4,200 Capital
Annual maintenance – including all support, and KnowledgeBase and software updates**
US$ 8,750 Recurrent
ASP -hosted by Ex L ibris***
Implementation & two days of training*
US$ 4,200 Capital
Annual subscription – including all support, and KnowledgeBase and software updates, plus backups and operating system maintenance
US$21,100 Recurrent

36. University of Pretoria New Strategic Plan 2006 – 201036
University of Pretoria New Strategic Plan 2006 – 2010
The Innovation Generation: creating the future

37. Structure of Plan Part A – Strategic Plan Vision and Mission37
Structure of Plan
Part A – Strategic Plan
Vision and Mission
Broad approach to key issues
Part B – Implementation Plan
Quantifying estimates of UP’s development
Prioritising key issues
Identifying implementation strategies
Part C – Working Plan
Summary
Assignment of responsibilities
Part D – Performance indicators

38. Strategic plan: Main theme38
Strategic plan: Main theme
Over the past 10 years, UP has made excellent progress in changing from a ‘local university’ to becoming visible on the international academic stage.
The next step is for UP to become
“an internationally recognised teaching and research university”

39. Part A – Strategic Thrusts39
Part A – Strategic Thrusts
Academic excellence
People centred university
Excellence in core functions
Excellence in support functions
Local impact
Transformation
Interfaces
Sustainability

40. Part B - Prioritisation40
Part B - Prioritisation

41. 41
1. The plan very explicitly spells out certain roles and expectations for the AIS, providing us with a mandate to strengthen existing functions and to develop new areas. Support is mentioned pertinently.
2. Between the lines more action is implied to keep the AIS well aligned with UP strategy

42. 42
AIS: Explicit
Executive summary: “development of e-research capacity within the AIS”
A: Objective 3.1: Teaching “..excellent academic information services are fundamental for creating a resource-rich environment for learning. The University’s libraries will increasingly manage knowledge obtained from a wide range of sources and derived from across the globe, making it accessible to undergraduates in addition to researchers”

43. 43
A: Objective 4.1: Providing excellent support services “The sound management of information through our library system is cardinal to our vision of being an internationally recognized research university. New technologies have made it possible to access academic information here and abroad more efficiently than in the past. Furthermore, increasingly information sources are being received in digital format by the University’s Academic Information Services. We believe it to be essential that the opportunities afforded by these developments should be fully exploited. We intend ensuring that this is the case. Provision will be made in the University’s libraries for services to postgraduate, particularly research, students, ranging from assistance in accessing information to reserved areas in which to work undisturbed.”

44. 44
B 5.3 AIS learning centre.
“The Academic Information Service (AIS) is one of the University’s very valuable resources, aspects of which should be incorporated into every module. Many of the AIS materials are now obtained in electronic format. Although in principle, these materials can be accessed from computers situated anywhere, it has been shown internationally that having computers in libraries, where trained librarians can lend assistance, is the best way of getting students to use these resources effectively. A learning centre, consisting of work areas fitted with computers and served by dedicated information specialists, will be constructed in the Main Library.”

45. “B5.4 Postgraduate Centres. 45
“B5.4 Postgraduate Centres.
A critical step in developing an academic culture at the University is to raise the profile and importance of postgraduate students. The development of postgraduate centres on the University’s campuses to provide such students with venues to meet, interact and socialise, will form a key component of the University’s commitment to postgraduate students and research. In addition to such centres, a postgraduate students’ committee will be formed to interact with University authorities on matters of interest to postgraduate students.”

46. 46
“B5.4 Postgraduate facility in the Academic Information Services (AIS).
Giving postgraduate students preferential access to the Academic Information Services, including physical space in the (main) library is critical to fostering research students. The AIS will be tasked with extending services to postgraduates and developing a dedicated area where postgraduates can work undisturbed.”

47. “B 6.6. E-research and the Academic Information Service 47
“B 6.6. E-research and the Academic Information Service 
Facilitating access to information (for research purposes) is a primary function of the Department of Academic Information Services (AIS). With the advent of the new information and communication technologies, acquiring information swiftly from across the globe has become commonplace. However, these technologies have resulted in further developments that are of increasing importance for research.”

48. “B 6.6. E-research and the Academic Information Service (cont.) 48
“B 6.6. E-research and the Academic Information Service (cont.)
Firstly, the digitisation of rare sources, to which in the past access has been restricted, is opening up new fields for researchers. The electronic versions of such sources can be viewed by students and researchers on-line, obviating the need for handling the originals which are often already brittle. The University of Pretoria has many important collections, often of importance to researchers in the Humanities, that will be digitised in the coming planning period by the AIS.”

49. “B 6.6. E-research and the Academic Information Service (cont.) 49
“B 6.6. E-research and the Academic Information Service (cont.)
Secondly, archiving the published research papers and conference proceedings of UP staff and students and making them available to the international research community will integrate the University with the international open access movement. This will ensure enhanced visibility for UP research and its greater impact. The Academic Information Service will manage this initiative and guide researchers towards contributing. During the period under review, policy on copyright practices and the possible mandatory submission of articles will be developed.”

50. B 6.6. E-research and the Academic Information Service (cont.) 50
B 6.6. E-research and the Academic Information Service (cont.) 
Similarly, archiving research data, in ways that are secure, is becoming of increasing importance. Some modern research procedures require prodigious amounts of information, e.g. genome research in the biological sciences. In order for research results to be tested, verified or refuted by subsequent researchers, the original data must remain incorruptible. The facilities for doing this will be created in the coming years. (See section B7.7 below.) The University of Pretoria, in line with international best practice, has implemented an institution-wide academic digital repository, which will be developed further in the coming planning period.
The viability of developing Virtual Research Environments (VREs) for the University will also be investigated in the coming planning period.

51. What else should we read between the lines and act on?51
What else should we
read between the lines
and act on?

52. Key Performance Areas 1. People centered university52
Key Performance Areas 1. People centered university
…attracting the right people to the University and thereafter retaining them: the best possible academic and administrative staff and students with exceptional potential Emphasis on Science Engineering and Technology, postgraduate expecting more research publications , M & D

53. 2. Emphasis on academic excellence53
2. Emphasis on academic excellence
An internationally recognised research university
Ensuring quality; being innovative
Excellence in
Teaching
Research
Community engagement
AIS as primary academic support mechanism

54. An internationally recognised research university 54
An internationally recognised research university
Contribute to international scholarship and the development of our nation and continent
Build on UP strengths: NAS, Engineering, Human Rights Law Expand: Health, Veterinary Science, Economics and Commerce
Emphasis will shift to postgraduate work. Particular emphasis will be made to attract science, engineering and research students, both locally and abroad
Excellent undergraduates should be assisted to become postgraduates
Exceptional computer and information literacy skills

55. distinguishing feature, 55
Ensuring quality:
distinguishing feature,
external evaluations, accreditation to be stepped up,
key performance indicators developed,
advisory boards for support services

56. 56
Being innovative
making our students and staff aware of and competent to deal with the demands of the modern knowledge society

57. Excellence in Research 57
Excellence in Research
the scholarship of integration (linked to data archiving)
..we intend becoming world leaders in the academic issues of importance to developing nations, especially those of Africa, e.g. research on malaria, HIV-AIDS, veterinary tropical and wildlife diseases, establishing just legal systems and efficient water use in arid regions

58. Performance Indicators (for discussion)58
Performance Indicators (for discussion)
The University is in the process of developing a set of performance indicators. Currently this is listed for the AIS
No.26 % of budget allocated to AIS

59. 59
Finally
Funds and other resources are needed to turn plans into action, and ensuring that what takes place in practice corresponds to what was intended, means that budgets must map academic and support sector priorities. We therefore intend using the annual budget to ensure that University activities are financed according to their relative priorities as determined in the strategic plan.
The University will institute a training programme … to equip all staff … to manage staff diversity and differences of social customs…
Language issues are important for everyone