Five Year Program Plan


University of Georgia Libraries



A. Vision and Goals:



The University of Georgia Libraries will adopt and adapt the best new technologies and combine them with traditional collections and services to provide the greatest possible access to recorded knowledge and the scholarly record.  We will do this in facilities that encourage research, study, and discourse and in an environment that treasures ideas, values the community of scholars, and respects the individual.

Goal 1: The Evolving Collection: Blending Access, Ownership, and Preservation – The modern library collection is a mix of traditional print and a growing body of electronic publications.  Our challenge is providing the best blend of these resources in a package that is easily understood and used.

Goal 2: The Teaching Library: Building Partnerships – The complexity of modern information technology has required librarians to expand our original role as custodians of books.  We need to continue to actively seek opportunities to interact with faculty and students and collaborate with them at all stages of the learning process and with all sources and formats of information.

Goal 3: The Strengthened Heart of the University: Library Buildings – Even with increased electronic resources, the library as a place is critical in higher education, as evidenced by the Student Learning Center.  We need to provide facilities that support a community of scholars.

Goal 4: The Empowered Staff: Investing in the Staff and Faculty of the Libraries – Librarians, archivists, IT professionals, and other staff provide services and programs that are as vital as the collection to the mission of the University.  We need to ensure that this valuable group is trained, compensated, and given the resources they need.

External Factors:

·        Global economic effects on the scholarly publishing industry are reducing the role of small publishing companies and learned societies in favor of large publishing conglomerates that fuel escalating costs to libraries.


·        Faculty and researchers have been slow to accept attempts to make scholarly work available in a free and timely manner, such as the Open Access Initiative.


·        Narrow interpretation of the “fair use” copyright principle by commercial publishers/vendors is restricting libraries in the access and use they can provide their patrons from these commercially provided research materials.


·        New information technology provides opportunities to connect the University community to the information it needs regardless of time of day or physical location.  Yet this same technology places strains on library budgets and staff making it difficult to meet the demands of library users.  Products from well funded commercial search engines raise users’ expectations of library search engines.


·        Digital technology allows us to generate visibility and prestige for the University by highlighting faculty research and unique special collections via the Web.


·        Through a leadership role in the statewide GALILEO project and other partnerships, the Libraries benefit from consortia pricing for some electronic resources and receive central funding for digital conversion activities.


·        The rapidly evolving need for assessment and accountability requires libraries to become increasingly accountable for their use of funding to support collections, programs and services. 


·        The small pool of highly qualified librarians and staff creates intense competition both locally and nationwide, creating pressure on salaries.


·        Actions and decisions of the state legislature and Board of Regents affect the Libraries’ ability to develop and sustain long range plans.


·        Worldwide inflation and devaluation of the dollar in international markets lessens the buying power of the Libraries.


B.  Program Priorities:


Goal 1: The Evolving Collection: Blending Access, Ownership, and Preservation

Priority:  Strike the optimum blend of electronic and print resources to support the research, teaching and service missions of the University, including the expansion of locally created digital collections and the preservation of existing collections and materials.


Resources needed:

·        Funding to acquire the electronic and print resources needed to support instruction and research, including adequate annual inflationary increases.  The flow of information is as vital to the University as the flow of power and water and, as such, should be treated as a utility.  (Needed:  $2M increased funding plus 5% for inflation in subsequent years.)

·        Continued funding for efforts to digitize important scholarly resources, supplemented by external grants.

·        Increased funding for preservation of critical and unique materials, especially in our broadcasting and media collections.


Goal 2: The Teaching Library: Building Partnerships

Priority:  Expand our role as a teaching library by actively instructing students and assisting faculty in the utilization of information resources using face-to-face contact and  advanced technology to improve computer interfaces.


Resources needed:

·        University policies that support a teaching role for the Libraries.

·        Partnerships with teaching faculty to promote increased library instruction.

·        Additional librarians assigned to instruction.

·        Funding for software tools that make access to library resources as simple and direct as possible.


Goal 3: The Strengthened Heart of the University: Library Buildings

Priority: Construct or renovate facilities to support the Libraries’ programs, including:

·        Construct the Special Collections Libraries Building.

·        Enhance existing facilities to provide improved study space.

·        Explore private funding for a Fine Arts Library.


Resources needed:

·        State funding for the Special Collections Libraries Building, now 16th on the Regents’ List and completion of private fund raising (now at $8M with a goal of $12M).

·        MRR funds to renovate/remodel the first floors of the Main and Science Libraries.

·        Use private funds to develop preliminary plans for a Fine Arts Library that can be used to explore the potential for private funding.


Goal 4: The Empowered Staff: Investing in the Staff and Faculty of the Libraries

Priority: Invest in the Libraries’ faculty and staff to ensure their retention and provide opportunities for their professional growth.  This investment includes providing competitive salaries to attract and/or retain the best, providing a wide range of training opportunities, enhancing the work environment, and ensuring that people have the resources they need to perform to the best of their abilities.


Resources needed:

·        Increases for salaries to ensure that we recruit and maintain the best available staff.

·        Adequate funding of the training and travel budgets.

·        Funding for equipment, supplies and software to support the best possible work practices.


C.  Individually Selected Performance Measures:


Goal 1: The Evolving Collection: Blending Access, Ownership, and Preservation


Objective: Ensure an adequate budget to support the evolving collection.

Measures: Base increases to budget and total expenditures; private donations; ratio of GALILEO funded databases to UGA funded databases; serials/monographs/electronic expenditures; compare additions to collections of UGA Libraries with other ARL libraries with similar funding


Objective: Digitize and store book, image, manuscript, media, and institutional collections.

Measures: Number of digital objects created on annual basis; number and amount of grant money awarded; staff time spent on digitization; participation in number of cooperative digital projects in which UGA is a participant.


Objective: Provide information resources in formats that maximize their accessibility, ease of use, and long-term availability.

Measures:  LibQUAL, user surveys; focus groups.


Objective: Integrate access to resources.

Measures: LibQUAL and focus groups to monitor on-line needs/desires of faculty and students; number of staff devoted to in-house programming for improved access; commercial software packages purchased to enhance access.


Goal 2: The Teaching Library: Building Partnerships


Objective: Increase information literacy instruction classes.

Measures: Number of classes that are taught, subjects covered, students attending and their classification, evaluations received at end of class.


Objective: Develop teaching partnerships with faculty.

Measures: Librarian/Faculty contacts, joint projects initiated and or completed successfully; number of faculty requesting BI instruction for their classes.


Objective: Improve database interfaces to promote user self-sufficiency.

Measures: Offer federated searching; utilize LibQUAL and focus groups to determine user needs.


Goal 3: The Strengthened Heart of the University: Library Buildings


Objective: Design and construct the Special Collections Libraries Building.

Measures: Standing on new buildings list; amount of money raised through private donations.


Objective: Renovate the first floors of the Main and Science Libraries to provide an environment conducive to learning and study.

Measures: Funding allocated for renovation; staff time spent devoted to cost studies and plans for renovation.


Goal 4: The Empowered Staff: Investing in the Staff and Faculty of the Libraries


Objective: Compensation – recruit and retain faculty and staff who are collaborative, creative, and student centered.

Measures: ARL salary report; resignations/hires; diversity of staff and faculty.


Objective: Staff development – provide a training and development program that promotes organizational and individual objectives.

Measures: number of staff attending training or professional programs, workshops, etc.; number of staff attending web conferences; number of professional development programs offered to staff by the Libraries.


D. Institutional Level Performance Measures: 


1. Demand for Library Programs (external/internal):

·                    Circulation and entry statistics.

·                    Interlibrary borrowing/lending statistics.

·                    Statistics tracking use of electronic resources.

·                    Growth in Development activities and endowment funds, measured annually.

·                    Reference questions asked.


2. Quality of Library Program Outcomes:

·                    ARL annual ranking and statistics, measured annually.

·                    LibQUAL assessment of user satisfaction.

·                    Use of ARL and LIBQUAL data to compare UGA Libraries with peer and aspirational institutions.


3. Productivity and Impact of Library Program:

·                    Departmental report statistics (circulation counts, reference questions, volumes added to collection, etc.).

·                    Bibliographic Instruction sessions.

·                    Library Web statistics.

·                    Grants received.


4. Justification and Overall Essentiality of the Library Program.


The creation and advancement of knowledge is the essential role of the University.  This obviously requires access to recorded knowledge, which is the essential mission of the Libraries.  The performance measures enumerated above will demonstrate the Libraries impact on the University’s missions and goals.


Building the New Learning Environment -- Providing information, assistance, and resources in both physical and virtual formats demonstrates new approach to learning.  The Student Learning Center clearly demonstrates an extremely successful and innovative approach to student learning and efficient use of classroom, library, and study space.


Research Investment -- Providing students and faculty with the best possible resources enables faculty to become leaders in their fields of research and students to develop confidence in the knowledge that is available to them.


Competing in a Global Economy -- Our collections and resources provide for the diversity of research in a global community.


                                                                                                                        wgp 10/31/05