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: http://www.emory.edu/home/about/factsfigures/index.html   Emory University Libraries. (2012). Robert W. Woodruff Library. Retrieved June 2012, from Emory Libraries: http://web.library.emory.edu/libraries   Emory University Libraries. (2012). Strategic Plan of the Emory University Libraries. Retrieved June 2012, from Emory Libraries: http://web.library.emory.edu/about/mission-and-strategic-plan   Forrest, S. B. (2006, September 25). Assessment in the Emory University Libraries: Lurching towards Sustainibility. Retrieved June 2012, from http://www.powershow.com/view/9d499- 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: http://emoryhistory.emory.edu/history/index.html   LibQual. (2012, April 17). ClimateQual. Retrieved June 2012, from LibQual: http://www.libqual.org/documents/LibQual/publications/2012/2012_Webcast_Kyrillidou_etal_ClimateQ 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: http://nces.ed.gov/surveys/libraries/compare/LibraryDetails.aspx?id=139658&parent=contentFrame&Pop up=1 Bibliography