Strategic Directions 2001-2002
Strategic Directions 2001-2002 reflects the growing preoccupation within the University as to how to manage learning and information in an online distributed environment. The Library's Strategic Directions for 2000-2001 foreshadowed this concern by adopting two strategic directions aimed at expanding networked services to undergraduates and improving enquiry services, particularly to students off-campus.
Significant progress was made in 2000 in fulfilling these strategic directions, however, much remains to be done in 2001, particularly in creating the "look-and-feel" of a "one-stop-shop" for learning and information services.
It is now widely acknowledged in the University that students require a range of generic skills to avail themselves of lifelong learning opportunities and to optimise the services and facilities now available in the online learning and information environment.
The Library has decided, therefore, to adopt a major new strategic direction for 2001-2002, which aims to explore and develop a more targeted input to the University's generic skills initiative. This strategic goal embraces both the range of IT skills required to succeed in the online learning environment and the more complex range of information literacy skills needed to critically evaluate and exploit the plethora of networked information resources now available through the Internet.
The Library is deeply conscious, however, that it is becoming increasingly dependent on the ability of the University as a whole to develop seamless access to both the learning and information service environments and that this demands high levels of technical interoperability.
A more integrated approach is required across the University in addressing these issues and the Library is determined to be prominent during 2001 in fostering and developing collaborative mechanisms for the modelling of the required infrastructure and services.
We embrace these strategic directions knowing that we must remain attuned to changing customer expectations and knowing that improved performance is, more than ever, a strategic imperative.
We shall continue, therefore, to live somewhat dangerously in exploring new horizons and in finding new ways of doing business, but we do so in the knowledge that innovation and risk taking are now part of our normal working lives.
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:- Increased provision of networked access to key teaching and learning resources
- Expansion of the electronic Reserve Collection
- Increased service support and improved helpdesk facilities
- Development of information and learning portal services
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 approach is to:- Develop an FAQ database
- Improve and rationalise service point provision
- Provide off-campus customers with a "one-stop-shop" service response
3. Realignment of Library input to the University's generic skills initiative.
In response to the University's wish to improve its generic skills program our objectives are to:- Acquire and institutionalise a comprehensive range of IT training programs
- Refocus the Library's information literacy training programs
- Develop online information literacy training modules
Success In Our Direction Is Dependent On:
- Demonstrating a commitment to quality customer service
- Encouraging a service environment where teaching, learning and research will flourish
- Developing an integrated online learning and information environment
- Building dynamic relationships within the University
- Adopting appropriate performance indicators
- Finding new and better ways of meeting customer needs
- Aggressive marketing of our services
- Benchmarking with other institutions to monitor and improve our progress
- Nurturing the talents and expertise of Library staff
- Seeking regular feedback from our customers
- Developing strategic alliances to enhance our service capability
Core Business
The key components of Macquarie University Library's core business are:- Comprehensive relevant print and digital collections to meet the teaching and research needs of the University
- Networked access to a range of digital information services
- Robust and reliable IT systems and support services
- A range of information technology and information training programs to facilitate effective access to information
- Reference services delivered anywhere, any time, to meet the diverse needs of the University community
- Customer-focused borrowing and reserve services facilitating easy access to materials
- Document delivery services providing "just-in-time" access to global information
- A physical environment conducive to learning and research
- Strong physical and virtual guides to information, services and facilities
- "Just-in-time" information services dealing with frequently-asked-questions
- Effective outreach and information advisory services both inside and outside the University.