The development of a vision for an organization is an iterative process, which should involve all members of the organization. It can take years to realize and often some parts of the vision will be implemented while others are still concepts.
This preliminary vision paper looks to the future of the Douglas College Department of Learning Resources. It responds to the challenges and opportunities presented by a rapidly changing environment and builds on the Department's strengths and achievements.
Strengths & Achievements
- continuous strong support by College for library services since the inception of the College
- culture of cooperation amongst department employees
- well established service culture
- strong multi-format collection
- well established library orientation program with a high level of instructor and student participation
- recent success of teaching partnerships
- early adopter of online technology in the College resulting in early and continuing incorporation of technology into Library operations
- innovative projects such as the electronic learning facilities at each campus library
External Environment
- an information based economy
- fast pace of technological change
- distance education offerings expanding rapidly and globally
- increasing numbers and types of learners
- continued commitment to marginalized learners with special support needs
The Future of the Learning Resources Department
The Learning Resources Department will continue to build on a learner-centred philosophy through the following:
1.
By providing a rich and varied information literacy program that reaches all categories of student and ensures that each student acquires the knowledge and skills necessary to successfully access and use information.
Specifically through:
- integration of library research and information literacy skills into the curriculum
- orientation to the library collections and services for distance education students
- adding online delivery of the library skills course to the current classroom mode
- development of library research and information literacy online modules to supplement on-campus orientations
- more collaborative teaching partnerships
- possible entrepreneurial activity in providing continuing education programs for profit
- varied learning opportunities such as drop-in sessions, peer tutoring and consultations by appointment
2. By implementing a training and professional development process that ensures the upgrading of knowledge and skills required to meet changing needs in the workplace.
Specifically through:
- training in new educational initiatives and technologies for staff and librarians
- a position responsible for coordinating the training
- scheduling that allows librarians to use their allotted curriculum development time
- scheduling that allows librarians to use their professional development time to stay abreast of developments
3. By providing Reference and Borrower Services that offer increased access points and self-serve options.
Specifically through:
- online versions of all present services, including online reserves
- real time reference service for distance education students via a free phone line
- both synchronous and asynchronous online reference service
- links to Library resources on College distance course home pages
- enhanced email reference via direct links on distance course home pages
- self-serve checkout, holds, renewals, reserves, and interlibrary loans
- ensuring that Thomas Haney Campus students receive adequate access to collections and services
4.
By stressing promotion of Library services and the role of the Department of Learning Resources in the College community.
Specifically through:
- proactive attitudes in promoting Library services
- direct liaison relationships with instructional faculty and other areas of the College
- closer relationships with other support services
5. By maintaining a strong, multi-format collection and utilizing technologies that improve acquisitions and access to resources.
Specifically through:
- Amazon.com as a model for library service that is user friendly, interactive, and responsive
- online acquisitions
- more virtual collections, including more subscriptions to full-text periodical and reference databases, all available via remote access
- more consortia for the acquisition of virtual collections
- maintenance of the collection of actual (as opposed to virtual) resources
- cataloguing of all virtual and actual collections
- deeper subject indexing (table of contents loaded online) of the actual collection
- metadata on a searchable web page combined with links in the catalogue to improve access to web resources
6.
By providing the personnel, physical space, equipment and network infrastructure necessary to achieve this vision.
Specifically through:
- investigating areas where staff might relieve librarians of duties, to allow the librarians to pursue teaching and other initiatives
- equipment to access all collection formats
- more space and equipment to accommodate distance learning students
- improved computer and systems support from technicians who understand library needs
- Information/Learning Commons space within the Library ? a single place where students can do research, work on online courses, create web pages, prepare and print assignments, email, and use online resources; with an employee position in the Commons to assist students and create a richer learning environment than presently exists in the student labs
7.
By creating an organizational structure that will allow the Department to build on its past strengths, respond to the demands of the external environment, and play a leadership role in integrating information technology at the College.
Specifically through:
- increased application of accountability processes and measures
- a cooperative working environment including all areas and personnel
- a flexible, responsive and inclusive administration
- partnerships with other service and instructional areas of the College
- exploration of entrepreneurial ventures
- playing a leadership role in integrating information technology at the College
Recent planning documents which should be referred to as well
- Goals of February 1994
- Library Unit Review Recommendations June 1998
- Douglas College Library Strategic plan 1998 - 2000
