TST Strategic Framework for 2006-2007
Vision
We create relationships that enable customers to transparently connect to knowledge products that support the process of discovery of needed information.
Mission
We purchase, license, build connections, and preserve scholarly resources to ensure a trusted information environment that enables the discovery and dissemination of knowledge.
Customer Statement
Integrative Services Teams (IS), Library Support Services Team, and other library staff are our internal customers.
University of Arizona staff, students, and faculty; Arizona community members; and visiting researchers are our core external customers.
Other libraries are our secondary external customers. The Association of Research Libraries (ARL) is an external customer for our statistics.
Needs Assessment
Technical Services and Archival Processing Team conducted a written AllStaff survey in March 2006 to measure our progress and determine the needs of the teams we support. The results were compiled and we evaluated the items that exhibited the largest gaps between being rated as Most Important and Needs Improvement. A summary of the results follow in the chart below.
The results reflect the ongoing critical nature of accurate holdings and links; timely and accurate catalog records; timely serial claiming; and maintenance of online subscriptions.
A current situation analysis completed in the spring emphasized the following key trends potentially impacting the directions we take.
External Environment
- Reduction in State funds and prospective give back to the University
- Increase in electronic materials
- Increase in web based services such as Google Scholar, Microsoft Live Academic Search
- Increase in the use of DOIs, digital object identifiers, to take a customer from a citation to a full text document
- Increase in capabilities from vendors – online ordering, pre-processing and cataloging
- Vendor inaccuracies in holdings information
- Increase demand for access technology / mobile access / portable media
- Increase in pay-per-view
- Increase in use of RSS feeds that will enable customers to customize their information space
- Digitization projects / metadata
- OCLC Content Cooperative Pilot
- New learning opportunities related to new technology
- Federated search engines such as Central Search, etc.
- Enhanced Article Linker access
- RSS feeds and pod-casting is how OCLC communicates news, events and product updates
- Increased need for audio / visual distribution and preservation
- Increased discussion of coding standards for archival materials
Internal Environment
- Budget issues and reductions continue
- IR managers will have reduced buying power
- Temp hires and GA requests will be closely vetted
- Increased withdrawals of physical materials
- Space issues continue with associated collection moves
- Need for more access terminals
- Continuing decrease in physical materials receiving
- Less physical processing
- Peaks and valleys in ordering continue, although somewhat flattened
- Establishment of new library-wide cross-functional strategic teams
- Decrease in new acquisitions in special formats due to budget reductions
- Projects from library-wide cross-functional teams and SLRP
- New learning opportunities related to new technology (competency component of SLRP plan)
- Proquest/UMI theses and dissertations full text online and electronic submittal from the University’s Graduate Office
- “Unbundling the catalog”
Given this information, TST met, reviewed, and evaluated potential project work that could be undertaken in addition to the projects handed off to us by the Library-wide cross functional teams. These projects/activities are:
Projects
Quality Standards