University of Texas at San Antonio Library
STRATEGIC PLAN 2007-2016
Completed December 20, 2007
Library Strategic Planning Committee
Stefanie Wittenbach, Chair
Table of Contents
1. Introduction …………………………………………………………….. 3
2. UTSA Library Mission, Vision, and Core Values ……………………. 3
3. Strategic Advantages ……………………………………………….….. 4
4. Strategic Challenges ……………………………………….…….…….. 4
5. UTSA Strategic Initiatives, Library Goals, Action Items,
and Metrics ……..………………………………………………………. 5
Goals Related to UTSA Strategic Initiative I:
Enriching Education Experiences to Enable Student
Success ……………………………………………...………………... 5
Goals Related to UTSA Strategic Initiative II: Serving Society
Through Creativity, Expanded Research, and Innovations .……… 7
Goals Related to UTSA Strategic Initiative III: Promoting Access
Access and Affordability……………………….…………………….. 8
Goals Related to UTSA Strategic Initiative IV: Serving the
Public through Community Engagement .…………………………. 8
Goals Related to UTSA Strategic Initiative V:
Expanding Resources and Infrastructure .......................................... 10
6. Key Indicators ………………………………………….………….….. 12
7. Call to Action and Accountability …………………………….…….. 13
8. Appendices ………………………………………………….….…….. 14
Appendix I. Library Strategic Planning Process ……..……….…... 15
Appendix II. Matrix of Library Contribution to University
Foundational Themes and Areas of Excellence ……… 16
UTSA Library 2016
The UTSA Library has been undergoing a rapid transformation in its mission, values, and goals
since the fall of 2005. The Library is making a strong commitment to investing in staff
development, maximizing resources, improving internal and external communications, and
making the Library increasingly responsive, effective, and future-oriented. An effort is
underway to develop innovative services and information literacy programs for students and
faculty. The Library’s infrastructure is being improved by renovating the existing space in the
JPL building, streamlining and documenting policies and procedures, and improving the work
lives of the Library staff. Staff at all levels are making a concerted effort to meet the challenges
of the changing information and higher education landscapes through innovation, individual
initiative, communication, and teamwork, and thereby the Library contributes in a significant
way to the success of the University.
2. Library Mission, Vision and Core Values
The Library’s mission, vision, and core values statements reflect the purpose of our unit
(Mission), what we aspire to be (Vision), and the guiding principles that we will use to reach our
goals (Core Values).
The advancement of knowledge is the Library’s driving purpose. The role of the Library as the
leading provider of information services to the UTSA community is essential to institutional
success. Combining traditional and forward-focused strategies to cultivate personal enrichment
and academic growth, the Library is the University’s gateway to a rich, evolving suite of
To be the intellectual center of a premier research university and its broader community,
delivering excellent and innovative services, instruction, collections, and technology conducive
to the advancement of knowledge and student success in a welcoming, collaborative, and user-
We value intellectual freedom and provide access to expressions of all intellectual ideas.
We value excellent service. We are committed to providing the University and our community
with service that is consistently innovative, responsive, and that exceeds expectations.
We value an atmosphere that fosters respect, trust, integrity, a positive outlook, and cohesive
relationships. We provide equal opportunities for success.
We value learning and education that promote the mission and vision of the Library.
We value the diversity of people and inclusiveness. We understand, accept, and respect
differences and communicate with openness and sensitivity.
We value collaboration. We support collaborative efforts and partnerships in the library and
university communities at local, statewide, and national levels.
3. Library Strategic Advantages
Strategic advantages include the Library’s membership in the University of Texas System
libraries group, which enables the Library to purchase an array of high-quality research materials
in electronic format at discounted consortial prices. The Library’s collection of electronic
resources is expanded further by participation in TexShare, a statewide program which provides
access to a suite of databases and full-text electronic products. Access to scholarly materials at
other Texas institutions is provided via the TexShare borrowing card, which enables students and
faculty to borrow books from academic libraries throughout the state. The Library also
maintains relationships with other statewide and international organizations that allow for
resource purchase discounts. The Library has a strong, dedicated staff and receives direct
support from students through the library resource fee.
4. Library Strategic Challenges
The Library’s greatest challenge in accomplishing the strategic plan is its lack of space. The
Library on the 1604 campus has not grown since the campus opened its doors in 1973. Due to an
inability to provide adequate facilities for the needed print collection, computers, study and
program space, and staff work spaces, the Library is no longer able to support the needs of the
campus student body or faculty. The Library has added shelving without sacrificing study tables
for patrons, and it has moved appropriate materials to the Downtown Library and purchased
additional compact shelving for microforms in order to maximize the use of the 1604 facility. In
addition, because of moving the architecture and criminal justice materials to the Downtown
Library, that facility is now at capacity as well. The Library needs engaging learning
environments that enable and inspire new kinds of interaction and support faculty and student
success. The Library’s physical space provides the principal learning environment outside of the
classroom, particularly as UTSA moves from a commuter to a residential campus. The Library
is an important destination that plays a unique role in the intellectual life of the university.
The University’s student body and academic program offerings have grown significantly over
the last decade. In recent years, the University has reduced the level of state funding for
theLibrary. While the implementation of a student-assessed library resource fee has assisted in
building Library collections and services, the Library’s collections have not been able to grow
quickly enough to support the number of students or the variety of new programs, particularly at
the doctoral level. Collections must be maintained and expanded in all disciplines in which the
University is committed to distinction.
5. Strategic Initiatives, Goals, Action Items, and Metrics
In order to meet our vision and fulfill our mission, the Library is committed to pursuing seven
goals within the University’s five strategic initiatives. Our goals reflect support for UTSA’s
strategic plan as well as the three foundational themes and five areas for collaborative excellence
described in the matrix found in Appendix II.
UTSA Strategic Initiative I: Enriching Educational Experiences to Enable Student Success
Goal 1. Identify and deliver exceptional user-centered services that support the teaching
and learning needs of faculty and students and meet or exceed user needs and
Background: In order to provide exceptional service, the Library must expand upon our
current service philosophy and articulate and implement an overall service philosophy. It
must also expand services to reflect changing user needs and best practices for a Tier 1
Action Item 1.1: Continue to develop a knowledgeable, service-oriented, and user-
focused staff and incorporate the service philosophy into performance expectations.
Timeframe: 2008, service philosophy; 2008-2016.
Action Item 1.2: Review and revise Library services policies, ensuring that they are
driven by the needs of patrons.
Action Item 1.3: Through surveys, focus groups, and other means, solicit feedback from
faculty and students about any new services they want and need. Design and implement
Action Item 1.4: Develop innovative service delivery via current and emerging
technology to meet students’ and other patrons’ needs and expectations.
Action Item 1.5: Investigate and adopt the best practices of aspirational peer
Action Item 1.6: Collaborate with faculty to integrate library instruction, information
literacy, relevant research resources, and library services into curricula. For example, partner
with existing instructional assistance programs on campus such as Learning Communities
and the Tomas Rivera Center.
Action Item 1.7: Create a culture of assessment regarding the provision of Library
services. Solicit input from faculty and students, including instruction evaluations and pre-
and post-testing where appropriate.
Action Item 1.8: Enhance current methods of educating users about physical and virtual
services and the Library’s role in relation to alternate sources of information.
Action Item 1.9: Advertise resource and service enhancements resulting from
cooperative agreements with area libraries, TexShare, and other consortial arrangements.
Action Item 1.10: Create relevant educational programs for the University and local
community by collaborating with faculty, researchers, and scholars.
Action Item 1.11: Develop a speaker series that includes faculty and other speakers of
Action Item 1.12: Pursue and maximize librarian involvement in appropriate programs
such as TEAM and the Undergraduate Experience Committee.
• Number of staff development programs presented that address service
quality/improvement and the number of staff who participate
• Reference, circulation, and building use statistics
• Number of surveys and focus groups that are conducted
• Number of new services offered; number of students and faculty members using the
• Number of courses that integrate Library content into the course content
• Evaluation scores from assessment tools such as LibQUAL; pre- and post-testing scores
• Number of users taking advantage of cooperative agreements with area libraries and
number of TexShare borrower cards issued
• Number of speaker series, events, and other programs offered; number of persons who
• Number of active campus partnerships; number of students reached through these
UTSA Strategic Initiative II: Serving Society through Creativity, Expanded Research, and
Goal 2. Expand and improve print and electronic information resources, including
locally-created content, in alignment with the University’s academic mission and Tier
One research university aspirations.
Background: The Library will create a program for ongoing development and assessment of
collections, using a wide variety of assessment tools and input from faculty and students.
Action Item 2.1: Increase the purchase of current and relevant materials that meet the
needs of existing and new academic programs.
Action Item 2.2: Focus collections as appropriate on the five areas of collaborative
excellence identified in the University’s strategic plan (see Appendix II).
Action Item 2.3: Review college/department strategic plans and faculty research with
bibliographers to ensure that the collection grows in alignment with University programmatic
Action Item 2.4: Respond to the planned relocation of the Art Department to the
Timeframe: planned relocation on hold
Action Item 2.5: Create collection development policies that align collections with the
Action Item 2.6: Collect and evaluate circulation and interlibrary loan statistics to
identify trends in the use of the collections, and respond accordingly.
Action Item 2.7: Evaluate collections with respect to peer institutions using national
tools such as OCLC’s Collection Analysis instrument.
Action Item 2.8: Once additional collection storage is available, develop
weeding/transfer policies and perform routine weeding of the collection, including
identifying print and nonprint materials to be moved to storage on an annual basis.
Action Item 2.9: Articulate an archival and special collections program and collection
development policy that capitalizes on the University’s location in San Antonio and South
Texas. Work with faculty to build and use these collections.
Time frame: 2008-2009.
Action Item 2.10: Work with appropriate individuals and organizations throughout San
Antonio and the region to identify and acquire appropriate collections.
Action Item 2.11: Continue to support and expand on cooperative collecting with area
libraries and other resource sharing organizations.
Action Item 2.12: Facilitate a scholarly communications program for the University,
educating the faculty about scholarly production issues.
Action Item 2.13: Lead the University in establishing an institutional repository in
cooperation with the Texas Digital Library, Office of Information Technology, other units on
campus, and faculty.
Action Item 2.14: Develop a preservation program that addresses preservation and
conservation treatment of collections, preservation management policies and procedures,
education, and ongoing environmental monitoring.
• Expenditures for Library materials
• Number of items added to the collection
• Number of items given preservation and conservation treatment
• Circulation and interlibrary loan statistics
• Electronic resources use statistics
• Collection analysis reports
• Number of items moved into storage annually
• Number of original items cataloged and made available through online search engines
• Number of electronic theses and dissertations cataloged and made available through the
Texas Digital Library
• Money saved due to consortium purchases and discounts via partner organizations
UTSA Strategic Initiative III: Promoting Access and Affordability
This strategic initiative, as defined by the University, is not relevant to the Library.
UTSA Strategic Initiative IV: Serving the Public through Community Engagement
Goal 3. Promote the mission and role of the Library in the academic enterprise and in
the local community by expanding outreach activities.
Background: The Library will provide services and resources in support of University efforts
to collaborate with community partners and provide access to affordable education in an open
learning environment. The Library will support recruiting and retention initiatives by
equipping the University with information regarding the Library’s role in the University
Action Item 3.1: Develop and implement a long-range marketing plan with the assistance
of a public relations/marketing staff member. This will include development of marketing
pieces for the recruitment of students, faculty, and Library staff.
Action Item 3.2: Working within the University’s communications plan, develop Library
Action Item 3.3: Create a Library annual report and other appropriate publications.
Action Item 3.4: Develop a Friends of the Library organization.
Action Item 3.5: Improve the visibility and image of the Library on campus and in the
Action Item 3.6: Strengthen relationships across campus with key offices and University
Action Item 3.7: Clarify and strengthen the role of Library and faculty liaisons.
Action Item 3.8: Create the role of a special reference librarian to support University
administrative research needs.
Action Item 3.9: Cultivate partnerships and collaborative efforts with University Centers,
faculty and faculty-affiliated projects, area libraries, UT System libraries, and national
Action Item 3.10: Actively involve campus constituents in Library planning efforts.
Action Item 3.11: Educate the general public and staff at area libraries about resources
available to non-UTSA patrons.
Action Item 3.12: Continue to work closely with the University Libraries Committee to
identify opportunities to further the Library’s mission and educate the faculty, students, and
University administration about the Library.
• Number of copies of the annual report and other Library publications distributed on
campus and in the community
• Number of active members of the Friends of the Library organization
• Number of activities supported by the Friends of the Library
• Number of and expenditures for outreach activities; number of participants
• Number of articles and news stories published featuring Library services and collections
• Number of partnerships with campus entities
• Number of partnerships with external groups
• Number of reference questions answered for University administrators by the special
UTSA Strategic Initiative V: Expanding Resources and Infrastructure
Goal 4. Establish a stable foundation of multiple and diverse funding sources for the
library to support ongoing and new initiatives.
Action Item 4.1: Articulate the Library’s position in University-wide development
efforts through closer relationships with the University’s Development Office.
Action Item 4.2: Create a development office within the Library, including a Library
Action Item 4.3: Cultivate University administration’s financial support of the Library to
support the goal of reaching Tier One research university status.
Action Item 4.4: Provide consistent and accurate financial and statistical data on a
regular basis to Library staff, University administration, and other constituents.
Action Item 4.5: Educate University administrators about Library funding issues with
regard to peer institutions.
Action Item 4.6: Continue working with the Student Government Association on the
need for and use of the library resource fee.
• Level of Library funding received from the University
• Level of Library funding received from the library resource fee
• Amount of gifts donated to the Library
• Comparison of funding levels with peer institutions
• Comparison of funding levels with Tier One research institutions
Goal 5. Create a technology-rich environment with ubiquitous electronic access for
patrons and staff.
Action Item 5.1: Research, fund, and implement new library systems that promote
information discovery and provide students and faculty with an intuitive way to access
library collections. These include an automated storage and retrieval system to ensure
sufficient space for new materials within the Library, a new integrated library system, robust
web presence, and an electronic resources management system.
Action Item 5.2: Plan and implement catalog maintenance projects.
Action Item 5.3: Inventory the collection; replace OCR labels with barcodes.
Action Item 5.4: Implement the Learning Commons facility and services at the JPL and
Action Item 5.5: Cooperate with the Office of Information Technology to develop and
implement network services and other technology that support convenient, seamless access to
information in all formats and provide users with necessary production tools.
Action Item 5.6: Continually assess existing and emerging technologies and their
application to the needs of users and staff. Budget and plan for new technologies needed for
users and staff. Use web log analysis and other data gathering tools for ongoing assessment
of the effectiveness of the user’s experience with Library systems.
• Statistics on accesses of electronic resources
• Number of new technologies implemented annually to serve patrons
Goal 6. Provide flexible, functional, inviting facilities that foster both individual
and collaborative teaching, research, study, and work needs.
Action Item 6.1: Complete the renovation of the John Peace Library facility to provide
students with access to quality space for study and research.
Action Item 6.2: Conduct an ongoing assessment of space needs at all three Library
Action Item 6.3: Improve internal and external Library signage and wayfinding to
promote access for library users.
Action Item 6.4: Create a program for maintaining and improving Library facilities that
enables service delivery to students and faculty and that supports the Library staff.
Action Item 6.5: Prepare and implement a disaster preparedness program.
Action Item 6.6: Utilize measures of institutional quality and effectiveness; collect,
analyze, and report findings to constituents on a regular basis; and use evaluation findings to
make strategic decisions about the Library, particularly with regard to budget, space, and
• Number of patrons who enter the Library
• Number of patrons who use the Learning Commons
• Circulation statistics
Goal 7. Create an organizational culture that supports the recruitment, high
performance, and retention of a well-qualified, satisfied, motivated, service-oriented,
and diverse workforce.
Action Item 7.1: Provide ongoing staff development training programs.
Action Item 7.2: Clarify performance expectations for all staff.
Action Item 7.3: Continually assess staff distribution to effectively address the needs of
Action Item 7.4: Maintain a level of staffing that supports the mission and goals of the
Library and the University.
Action Item 7.5: Create a culture of empowerment, open communication, team-building,
and cooperation among staff.
Action Item 7.6: Recruit the best-qualified candidates to fill vacant positions and create
an effective employee retention program.
Action Item 7.7: Create a process for implementing the Library’s strategic plan.
Action Item 7.8: Provide opportunities for staff promotion, progression, and recognition.
Action Item 7.9: Continue to develop the Library Handbook of Operating Procedures.
Action Item 7.10: Identify ways to implement core values in the workplace.
• Promotion and retention figures for staff
• Number of staff development programs offered annually
• Number of staff members participating in staff development activities
• Number of contact hours logged by staff in development and training activities
• Comparison of staffing levels with peer institutions
6. Key Indicators
UTSA Strategic Initiative I: Enriching Educational Experiences to Enable Student
• Number and percent of students participating in courses, programs, or activities
• Number of new services offered
• Number of events offered
• Number of instruction sessions offered
UTSA Strategic Initiative II: Serving Society through Creativity, Expanded Research,
• Number of items added to the collection, both physically and electronically
• Collection expenditures per FTE (student and faculty)
UTSA Strategic Initiative III: Ensuring Access and Affordability
UTSA Strategic Initiative IV: Serving the Public through Community Engagement
• Number of programs and products developed with community collaboration
• Number of active members of the Friends of the Library
• Number of active partnerships with campus entities
UTSA Strategic Initiative V: Expanding Resources and Infrastructure
• Numbers of staff, including retention rates
• Total operational budget by funding source
• Staff development activities offered and attendance
7. Call to Action and Accountability for the UTSA Library
For our UTSA 2016 Strategic Plan to be successful, we must follow through to incorporate
the Library initiatives into our everyday management, operations, and decision making. The
intent of UTSA is to operate as an integrated whole, with each element and component
contributing to the University mission and vision, collaboratively and in a holistic fashion.
This approach will transform the institution from our present reality toward realization of our
future vision. Thus, we will become a catalyst and crucible for change, inviting and involving
all stakeholders to the table as contributors as well as beneficiaries. This approach reflects the
notion of citizenship imbedded in our statements of mission, vision, and core values.
Citizenship in its truest sense involves a shared responsibility and contribution to the welfare
of our entire community.
An implementation process that will ensure that the strategic plan is carried out effectively is
critical to our success.
Plan Levels Scope Timeframe Lead Responsibility Content
University University 10 years Campus Long-term
Strategic Strategic Management and initiatives
Plan Direction Operations (CMO)
and Team 2016
University Operational Goals 2 years CMO and Deans Short-term
Compact Council initiatives
Vice Unit Strategic 5 years Vice Presidents and Long-term
Presidential Directions Deans initiatives
Departmental Operational Goals 12 months Colleges and Implementation
Plans Departments details
Task Forces Cross-divisional Short-term Appointed by CMO Priority
Goals initiatives and
• We must integrate UTSA 2016 into our operational planning (unit-level plans and compacts).
Departmental planning will be based on the goals and action items contained in the
Library Strategic Plan.
• We must integrate UTSA 2016 as the guide for our Library budget process.
Overall Library budgeting each year will be based on intended action items during
a given fiscal year or biennium.
• We must participate in ongoing revision and modification of the Library plan.
The Library Strategic Plan will be reviewed annually by the Library Management
• We must develop an organizational structure to support the Library plan and assign
In order for the plan to be successful, the Library must ensure that an effective system
involving both communication and assessment is established and maintained. The Library
Management Team will develop communication and assessment tools.
The Library must develop a communication system to inform our personnel of our fidelity to
our mission and progress toward its initiatives, goals, and action items. Routine reporting of
metrics for our goals will be a standard part of our meeting schedules. Every month there will
be a report on one of the initiatives. The report will include progress (metric review) and
issues. Twice a year, progress on all initiatives will be incorporated into a report reviewed by
the CMO, Team 2016, and the Executive Leadership Council. UTSA’s President will present
an annual public “State of UTSA” address that reflects overall progress toward University
initiatives and goals to which the Library contributes.
As a result of our internal system and the public Web site, the university community will be
able to assess our progress, and senior leaders will have regular opportunities to discuss and
adjust our initiatives as needed.
The John Peace Library will contribute information to the CMO and Team 2016 to help
UTSA tell its story and share our 2016 Vision, both of which are essential to attract top
students, faculty, research sponsors, and resource contributors and to gain optimal buy-in
from all UTSA’s community and state stakeholders. Stories demonstrating UTSA’s values-
in-action work to positively reinforce integrity, excellence, inclusiveness, respect,
collaboration, and innovation. The UTSA image, branding, reputation, and prestige will
reflect all the aspirational goals outlined in this plan and inform key audiences about
progress, constantly recognizing and celebrating accomplishments along this journey.
The Library must develop an assessment system to determine our fidelity to our announced
mission and progress toward our vision. There will be clear lines of responsibility for
managing and reporting the components of our strategic plan, to include collecting metric
data, reporting progress, and resolving issues.
I. Library Strategic Planning Process
II. Library Matrix of University Foundational Themes and Areas of Excellence
UTSA LIBRARY STRATEGIC PLANNING PROCESS
In response to the University’s completed strategic plan, the Library began its strategic planning
efforts in July 2007, with the hiring of an experienced, knowledgeable consultant who conducted
two “planning to plan” sessions. One session was conducted with the Library’s Management
Team, which became the Strategic Planning Team. A second session was conducted with staff
from throughout the Library who hold professional positions, are supervisors, or are in senior
staff positions. The larger group became the Expanded Planning Team.
The Expanded Planning Team, under the guidance of the Strategic Planning Team, went on to
conduct planning sessions with all library staff that solicited input on strategic issues and values
in August 2007. The Strategic Planning Team gathered the feedback and developed strategic
goals based on the input received. The Library has endeavored to align its goals with the
University’s strategic initiatives and priorities. The intent of this document is to inspire the
Library’s contribution to the next phase of our collective development of UTSA.
UTSA LIBRARY MATRIX OF FOUNDATIONAL THEMES AND
AREAS OF EXCELLENCE
The University Foundational Themes and Areas of Collaborative Excellence
Foundational Themes Areas of Collaborative Excellence
Globalization Diversity Transformative Health Security Energy & Human Sustainability
Leadership Environment Development
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