Strategic Directions 2000-2001
Strategic Directions 2000-2001 signals a change in focus as we try to become more attuned and more adaptable to the information needs of our customers and the aspirations of the University.
In doing so, we have taken to heart the successes and failures of our service goals and service delivery over the past five years and we have tried to anticipate future educational trends in developing our strategic directions.
The outcome is a reaffirmation of our customer oriented approach to all service provision.
It demonstrates our determination to adapt to a volatile environment in which we, along with our customers, will share periods of uncertainty in the transition to an expanding networked electronic service environment.
At the same time, it conveys our pride and confidence in our ability to meet our customers' needs whatever the environmental constraints.
This strategic statement is highly focussed when compared with our previous all-inclusive approach. We take this new approach in the knowledge and confidence that our core business is stable and clear in its direction, thus requiring no major changes. The detailed description of this core business now appears in an accompanying document.
Our new strategic thrusts are the expansion of the networked provision of undergraduate services, and, raising the quality and consistency of our response to service enquiries.
There are no quick solutions in responding to these strategic issues and a great deal of work is required to rethink our existing horizons, to build new foundations and to realign our resources accordingly.
We do so in the interests of our customers and with a view to remaining competitive in the information market place.
I trust we can preserve existing partnerships and forge new relationships in fulfilling these strategic directions, whether within the University, or in collaboration with organisations and agencies elsewhere.
Neil McLean
University Librarian
Strategic Directions
1. Expansion of networked services for undergraduates.
The Library has an important role in making undergraduate programs both more attractive and more competitive through:- provision of networked access to key teaching and learning resources
- expansion of electronic Reserve Collection
- expansion of IT infrastructure through increased service support, training and improved helpdesk facilities
2. Provision of timely and effective responses to queries from our customers, wherever they might be.
After looking at developments in other service industries our assessment has been that:- aspects of call centre service are applicable to libraries, particularly the (FAQ) database approach
- service point rationalisation is essential
- maximising personal contact with our customers remains important
3. Continuous improvement in core business activities.
Improvement of our core business activity requires us to:
- identify and adopt performance indicators
- benchmark with other institutions or service industries
- collect customer feedback, through our annual customer survey, as a measure of service effectiveness.
Our strategic directions are dependent on:
- Commitment to quality customer service
- Encouraging a service environment where teaching, learning and research will flourish
- Building dynamic relationships within the University
- Finding new and better ways of meeting customer needs
- Regular feedback from our customers
- Adoption of appropriate performance indicators
- Developing strategic alliances to enhance our service capability
- Nurturing the talents and expertise of Library staff