1. Current Reality Environmental Scan Organizational Performance
SWOT Analysis
Gap Analysis

2. Environmental Scan Money and Funding
The funding has been static or declined
Space
must accommodate space to adapt to the growing collection
participating in inter-library loan services in all formats of resources including digitization.

3. Environmental Scan Continued
Changes
Students and scholars no longer bound by traditional commercial publishing
Accreditation
The Southern Association of Colleges and Schools (SACS) accreditation process have caused the University to set new priorities and access outcomes.

4. Organizational Performance
Examples of activities Currently Programs Being Implemented
The Digital Collections Program
Open Library Environment Project (OLE)
Lilly Library Services
Link Assessment
DukeMobile

5. Key Metrics
Conduct a library welcome event for students with attendance of at least 300 people.
Exceed customer expectations for distance learning support by achieving a score of 80% on the satisfaction survey.
Provide library orientation for at least 75% of new distance learning faculty.

6. Key Metrics Continued
At least 80% of students who attend literacy sessions will score at least a 75% on the information literacy test.
At least 70% of polled international students and/or students enrolled in international studies will agree that the collection and staff diversity meets their needs.
Yield a satisfaction rate of 75% on an employee satisfaction survey.

7. Gap Analysis: Falling Short
Lack of staff with data analysis and gathering skills for assessment activities.
Lack of outside interest from researchers seeking help with library staff in regards to metadata creation, preservation, etc.
Fund-raising for the Perkins project has slowed.

8. Gap Analysis: Falling Short Continued
Music Library renovation plans have been put on hold, pending budget issues.
The planning of a visual culture library – part of a University-planned construction of New Campus – has been postponed.

9. Gap Analysis: Successes
Greatly increased our collection of electronic materials.
Have digitized thousands of unique primary resources through the Digital Collections Program.
Integrated the science and engineering libraries into Perkins/Bostock
Library security measures have been strengthened.
Expanded instruction programs have increased connection with faculty and students.

10. Gap Analysis: Successes Continued
Implemented standardized, flexible web interface provided by CMS.
Provided enriched, modern-style interface to library resources with Endeca.
Provided access to library materials on mobile devices.
Access to services increased via blogs, IM, LibGuides, and Resource Finder.
Increased capacity for multimedia development.

11. SWOT Analysis: Strengths
First library to offer its image collections on the iPhone through DukeMobile.
Nationally recognized digital collection platform and interface.
High attendance rates in library programs such as Library 2.0.
Library staff has a strong commitment to excellent service.

12. SWOT: Strengths Continued
Library staff has strong relationships with faculty and students through subject specialists’ work with researchers, reference consultations, library instructions and CIT projects.
The Scholarly Communications Officer works directly with faculty to plan their publications, promote open access to Duke’s intellectual output, and design an institutional repository.

13. SWOT: Weaknesses
The Libraries’ web presence and services are not international.
Lack of support for students and faculty studying and working abroad.
Unfamiliarity with outside users.
Difficult library interfaces

14. SWOT Analysis: Weaknesses Continued
Lack of staff with data-gathering and data- analysis skills
Slow and less convenient library services (e.g. Amazon.com)
Staff development is driven by individual interests.

15. SWOT Analysis: Opportunities
Collaborate with professional school libraries to reduce costs, enhance interdisciplinary support, and facilitate faculty and student work.
Offer non-monetary rewards for staff recognition.
Train library staff to accommodate for new roles.
Libraries can work directly with scholars during the research process.

16. SWOT Analysis: Opportunities Continued
Librarians can advocate for open publishing models and provide stewardship of data.
Host workshops.
Attend and participate in university and community functions.
Increase online collection.
Managers can work with staff to build development into PEPs and departmental work plans.

17. SWOT Analysis: Threats
FY2014 will likely require additional cuts in spending.
Increased focus on future plans can interfere with keeping up with day-to-day work.
Diverse in subject and format
Lack of personal contact as users can use the library without being physically present.

18. SWOT Analysis: Threats Continued
User expectations change continuously.
User awareness of the library’s resources and services.
Technological initiatives will require training for library staff.

19. Strategic Initiative 1
Strengthen programs that develop students’ abilities to access and use information effectively and efficiently.
Objective: Provide library resources and services to support the Distance Learning and Online Programs of the University.
Measures: Annually provide library orientation for at least 50% of new distance learning students.

20. Strategic Initiative 2
Develop, enhance, preserve, and make accessible appropriate and adequate resources and services to support the mission of the University.
Objective: Maintain, preserve, and enhance the library collection.

21. Strategic Initiative 2
Measures: Annually review, and revise as necessary, collection development guidelines and procedures.
Measures: Hold at least one meeting each semester with department liaisons to insure that the library collection is supportive of the University’s mission.
Measures: Identify and provide preservation treatment to 30% of pre-Civil War and 19th century volumes annually.

22. Contingencies
If the budget is more significantly reduced then projected.
Risk: Medium to High
If programs cost of implementation are underestimated.
Risk: Medium
If a key staff or member retires or employment is terminated.
Risk: Low to Medium

23. Contingencies If material is incapable of being preserved or restored.
Risk: Low
If facilities are impacted by a natural disaster or fire.