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Our Vision

Historically at the center of the university's intellectual process, the UMass Dartmouth Library is many things to many people. It is the librarian working with a student in the discovery and evaluation of search methods and knowledge resources. It is the physical building with its collections, its seating for group study and individual contemplation. It is a virtual space with resources that are accessible at anytime from anywhere. At its best the library is a sanctuary outside the classroom where one can freely locate and compare the newest printout of information with ideas from other times and places. To meet these expectations and other challenges we will continue to pursue our commitment to excellence, innovation and cooperation in the provision of library services.

 

Our Values and Commitments

Values and commitment form the underlying framework that an organization builds on and reflects through all its actions and services. Developing a culture that resonates as true and vital to everyone both within and without the library is the first responsibility of the library's administration and staff. It is important then that the values and commitment be stated explicitly and that all goals and decisions taken on thereafter embody their intent.

To pursue our commitment to excellence, innovation and cooperation in the provision of the library services the UMD Library recognizes the following values and commitments as essential to its mission:

Service: Service is what we are about. We recognize our responsibility to provide a vigorous, responsive and thoughtful service to all of our users. We understand that our increasingly diverse group of users with varied backgrounds, skills and needs require ever more careful consideration in the creation and implementation of services. We are an organization that understands its values and we seek to embody them in our work and in our direct service to our users.

Cooperation: As individuals and as an organization we are committed to open and honest communication and actions. Out of such a basis we strive to work with others both within and without the library and university to provide the best resources and services.

Innovation: Innovation is fundamental to our ability to anticipate needs and deliver on our commitment to excellence in our daily work and services. We will create a work environment where discovery, experimentation, creativity and acceptance of occasional failure are nurtured and encouraged.

Excellence: Excellence is quality in action. Quality is a value determined by our users. We are determined as an organization to regularly seek out and pay close attention to our users needs and expectations. We are committed thereby to the continuous improvement of our services, our resources and our users' environment.

Learning: To provide the best we must help ourselves become the best. For our staff to remain knowledgeable, innovative and capable of performing our best work requires a real understanding of and commitment to creating and maintaining an environment where learning and continued growth is valued and supported.

Our Environment

Rapid technological change and continued growth and expansion in the traditional publishing industries in a time of declining budgets require the library to compose ever more creative planning strategies. This environment more than ever requires that we maintain the delicate equilibrium between providing for our users' immediate information needs and that of preserving access to past and present knowledge resources. At the same time we must support the university's expanding research and teaching requirements while remaining mindful of the needs of our newest undergraduate student. To do this we must exploit the latest technologies and serve as a catalyst and collaborator in instructing in their best use. As leaders in the use of information technologies we will work with other campus partners and with our various consortia to build and provide the most appropriate resources and services.

Our Mission

As the largest information center in southeastern Massachusetts the library will support the academic programs, and cooperate with extracurricular activities and community organizations, to the extent material and human resources allow, to carry out the University of Massachusetts mission to support access, excellence, innovation, economic development, public service and quality of life.

ACCESS: Providing affordable access to information within and beyond the library to enhance the research, study and teaching opportunities of a diverse community. Offering a quality environment for pursuing self-education and discovery as part of the social and intellectual experience of a UMass Dartmouth education.

EXCELLENCE: Offering breadth and depth of resources in all formats, personalized service in locating, evaluating and effectively using library/media resources and distinguished programs to teach library users to think critically about information.

INNOVATION: Incorporating new technologies and services to help administration, faculty, students and community users discover, create and disseminate knowledge.

ECONOMIC DEVELOPMENT: Creating collaborative programs among the university library staff, faculty and business, labor, and human services to educate the present and future workforce in the vital connections between appropriate and timely information and sound economic decision making.

PUBLIC SERVICE: Maintaining and developing resource-sharing and library education efforts between the UMass Dartmouth and other libraries while continuing to strengthen service to the K-12 educational community, social service agencies, and the general public.

QUALITY OF LIFE: Stimulating the intellectual and cultural growth of the campus and region by providing excellent facilities, equipment, and technical expertise to create and support outstanding collections, programs, and exhibits.

Our Plan

The UMass Dartmouth library's Three Year Plan guides the ongoing and new library activities that support the academic endeavors of the university. Objectives are organized under seven broad goals representing major library functions: collections, services, technology, personnel, facilities, fundraising, and communications. These goals support the Shared Academic Agenda for UMass Dartmouth adopted by the Faculty Senate on March 4, 1997 by strengthening library resources and services for undergraduate and graduate programs; supporting faculty development; providing library outcomes assessment; enhancing support services to help students successfully assimilate into campus academic life and improve rates of satisfaction, retention, and degree completion; and improving the library support infrastructure. Library resource internal allocations will be primarily tied to projects described in the Three Year Plan. The latter serves as our guide to the future.

A. Build and preserve quality collections tailored to the needs of the university. The library staff will continue to develop collections of breadth and depth in print, non-print and electronic formats to meet the needs of our users. Access and management of the collections, while expanding, will improve through regular maintenance and technological enhancements. Collection development will remain a cornerstone of the library fulfilling its mission to the university.

Collection Development

• Review and revise Collection Development Policy Statement.

• Grow collections.

• Work with faculty to develop special collections to more effectively support the curriculum.

• Implement a plan to increase institutional archival records holdings to better document the history of UMass Dartmouth.

• Develop and implement a plan to increase manuscript and special collections holdings to document the history of southeastern Massachusetts.

• Establish an image archive of the UMass Dartmouth campus and local subjects.

• Continue exploring shared or negotiated electronic resources with other libraries and consortia.

• Analyze potential cooperative collection development activities.

• Participate in planning and development of regional library network to enhance access to library resources.

Collection Evaluation

• Analyze data from the journal use study to support improvement of the periodicals collection and to plan for potential reallocations.

• Review and evaluate standing orders.

• Examine and reevaluate reference collection, including current technology options.

• Analyze and revise government documents selection categories to reflect curricular changes and new university programs.

• Plan and implement a comprehensive evaluation of the media collection.

• Review implications and technical considerations of the collection and local storage of various electronic resources such as digital journals, reference materials, and locally developed faculty publications.

Collection Management

• Inventory all collections.

• Develop weeding plan to increase shelving and storage capacity, and to keep all collections up-to-date.

• Assess the need for retaining the back-issue serials stored in the basement.

• Develop procedures for rapid disposition of gift items.

• Establish a fee schedule and legal forms for transfer of archival property and for copyright compliance.

• Implement a regular cataloging authorities update process by exporting and importing records through Blackwell North America.

• Catalog all manuscript and special collections.

• Investigate and plan for imaging and video databases and servers.

• Develop policies for cataloging off-site collections to enhance access.

• Reclassify AV materials from acquisition number system to LC classification system to enhance accessibility.

• Explore space, both in the library and on campus, for storage of low-use books.

• Explore off-site storage facility with physical delivery.

• Analyze and plan for preservation needs, including a policy for book binding and repair.

B. Provide services designed to enhance the university's mission, including outreach activities. The library takes pride in its reputation for excellent service to all its users: university students, faculty, and staff and the residents, organizations and enterprises of the surrounding communities. It renews its allegiance to the traditional library goals of providing timely access to necessary information and materials and expands that pledge to encompass a wide and changing array of media and formats. The library's service mission is also educational and the services it does and will provide include an emphasis on teaching users to identify, locate and evaluate needed information. The achievement of these broad and basic goals will involve creating new services — often technology-based and sometimes fee-based — and reviewing and revising existing services.

Service Development

• Develop mission statements for all divisions.

• Form working group to develop model electronic reserves.

• Prepare script on library services and resources for the use of Admissions Office tour guides.

• Explore offering use of the satellite teleconferencing facility to local businesses and organizations on a fee-for-use basis.

• Explore establishment of a library copy center.

• Explore the range of potential services for off-campus and distance education students, including CyberED.

• Include selection of new book titles on the library's home page.

• Continue development of library Web pages including development of new forms with links to databases.

• Install and reconfigure MultiLIS Web-based interface.

• Sponsor special events, e.g., poetry readings, book signings.

• Develop guides to enhance access to off-site collections, e.g., Career Services.

• Strengthen ties between the librarians and faculty, using the liaison program, service on university committees and task forces, and opportunities for collaborative projects.

• Work to improve information literacy across campus.

• Plan for the implementation of the General Education proposals.

• Establish programs to promote reading.

Service Evaluation

• Examine programs and services provided by Information Services staff, including reference, instruction, and the liaison program and evaluate their effectiveness using outcomes assessment measures and information solicited from faculty and students.

• Solicit faculty and student input on service needs.

• Determine the scope of audio-visual services to be provided by the library.

• Study options for Interlibrary Loan and document delivery programs and implement appropriate experimental projects.

• Review library hours.

• Examine K-12 outreach strategies.

• Reevaluate Intern program in light of changing instruction needs, remote users, etc.

• Reexamine and evaluate Project ASC.

• Analyze all current library Web pages and other Internet-based services.

• Institute suggestion box for ongoing user feedback.

Service Management

• Reevaluate borrowing policies, including fines and fees.

• Reexamine and expand Special Borrowers program, including fees.

• Develop policies for providing library services for groups outside the university community.

• Develop policy and procedures for closure and retrieval of long overdue items.

• Develop copyright compliance procedures for Interlibrary Loan and Reserve.

• Collaborate with CITS and other campus partners in planning and implementing a campus-wide information system.

• Explore options and implement strategies for maintaining network and server security, tracking software and database licensing agreements, and keeping statistics of use.

• Complete installation and configuration of Z39.50 server providing alternative access capabilities to MultiLIS and other databases.

• Work with the University Conference Committee to define needs for staff and audio-visual equipment.

• Gain intellectual control over existing archives collection by creating finding aids, guides and inventories.

• Develop service policies for patrons with disabilities.

• Develop policies and guidelines for offering contractual library services to other institutions, e.g., Wheelock College.

• Explore the possibility of charging fees for special library services.

• Resolve slide room management and funding issues.

C. Develop, plan and implement new strategies to ensure that the library is on the forefront of new technologies. The library has a long history of leadership in the use of information technology. Wise use of new technologies through informed planning will enable the library to continue to provide innovative services and expanded access to knowledge resources local and world-wide.

Online Library System Enhancement

• Explore options and plan for acquisition of a new online library system to replace MultiLIS.

• Continue developing MultiLIS System programming to provide statistical reports and other functions as appropriate.

• Provide detailed information about periodical holdings in the OPAC through enhanced use of the serials module with serials check-in.

• Implement MultiLIS online reserve module.

• Investigate ways to improve records in the MultiLIS patron database.

• Explore methods of developing an Interlibrary Loan checkout system in MultiLIS.

• Work with Technical Services to create a time frame for moving to MultiLIS acquisition module.

Hardware

• Meet growing demands for access to library information resources by acquiring additional workstations.

• Acquire and install training and demo workstations/laptops as needed.

• Assess needs and develop a plan to provide base-level Audio-Visual equipment in, or near, all classrooms.

• Establish a replacement schedule for library equipment and software.

• Consider the development of special workstations and servers to enable on-demand access to digital video, visual, and multimedia resources.

• Provide for integrated technical services work stations (TSW).

• Plan with CITS for upgrades of Alpha 2000 and related equipment and supplies (i.e. memory, disks, etc.).

• Design and acquire workstations for people with disabilities.

• Develop cost-effective printing services for public access workstations.

Systems Administration

• Analyze and develop plans for CD-ROM management, storage and access.

• Bring up Windows 95 public workstations.

• Acquire appropriate hardware and software for backup and power protection for servers.

• Investigate and plan for future replacement of existing integrated library system.

• Build upon current MS Windows NT server platform to enhance network-based services.

• Configure existing network connections for laptop computer access in the library.

• Participate in planning and design of campus information kiosks.

• Determine feasibility of integrating a graphics database into the library Web pages.

• Establish a system for linking UMass Dartmouth library serials holdings to available electronic resources.

• Expand access to and use of electronic government information.

• Explore acquisition of MediaNet Booking and Scheduling System.

• Develop inventory database of graphics, photographs and other images.

• Investigate EDI (Electronic Data Interchange) options for electronic ordering, billing, and claiming with current library vendors.

• Explore feasibility of replacing existing cable system with fiber optic cabling to connect the library with the rest of the campus.

• Explore feasibility of implementing patron-initiated circulation functions.

D. Staff and organize human resources to create effective communication and optimal performance to meet the current and long-range needs of users. The library organization must be adaptable and flexible enough to continually reinvent its operations to meet external demands. Quality will be maximized through continuous staff skill enhancement and professional development within an inclusive, supportive, and participatory working environment. The challenge for staff will be managing change constructively and developing new models and methods for providing quality services and collections.

Personnel Management

• Reorganize library structure and review job responsibilities for improved services and efficiency.

• Explore maximizing staff resources through consolidation of all circulation services.

• Develop plan to expand library staff to meet the growing demands for services and collections.

• Explore alternatives for management of the Access Channel.

• Explore ways to enhance equality in the library and promote equal opportunities for all library staff.

• Examine and review library student employment program.

• Develop programs and activities to foster teamwork and mutual respect.

• Improve staff communication.

• Improve efforts in internal personnel recognition, including student assistants.

• Increase participation of all library staff in planning and decision-making.

Staff Development

• Establish a staff development policy.

• Assess staff development needs and develop in-house programs to address those needs.

• Explore opportunities for cross-training.

• Train staff to make better use of government documents.

• Develop training and development program for student staff.

• Provide a program of continuing training for staff members who provide reference services, particularly those other than Information Services Division librarians.

• Design staff workshops focused on improving interpersonal relations.

• Work with CITS to develop a competency-based IT training plan and strategy for library staff.

• Create distributed software support plan whereby staff members are recruited to become expert software supporters for other members of library staff.

• Invest in training and development for MultiLIS report generator programming.

• Invest in training and development for Windows NT and Windows 95.

• Develop staff training in copyright and fair use guidelines.

E. Construct and maintain facilities that provide efficient, comfortable, attractive, and safe environments for users, staff and collections. The actual library building is here to stay. People and library resources, traditional and electronic, will continue to be brought together in a physical location. The maintenance and improvement of the library's physical structure are important to provide an environment of learning and communication.

Facilities Planning

• Develop long-term renovation plans to improve arrangement of space.

• Renovate the south lounge to provide a reading room and reception area.

• Develop a space plan for the Serials Backfile and Photo/Graphics area.

• Enlarge Archives and Special Collections space, and make it more accessible.

• Redesign Circulation space to meet current and future needs.

• Create a current periodicals reading area.

• Plan graduate student and faculty carrels and small group study areas with appropriate access to the network and related library services.

• Add ADA-compliant seating to meet 5% minimum requirements.

• Review existing storage space throughout the building.

Facilities Maintenance

• Establish and implement a furniture refurbishment/replacement plan for public and staff areas, taking into consideration ADA and ergonomic concerns.

• Recarpet the library.

• Develop a plan for shelving and materials storage.

• Assess study seating availability, based on published standards.

• Improve appearance of the building interior by reducing litter, maintaining plants, hanging posters, replacing blinds, washing windows, etc.

• Improve lighting.

• Develop a policy on food and drink in the library.

• Improve furniture configurations.

• Reupholster lounge seating in front of elevators and throughout the building.

• Improve signage to make it easier to navigate the building.

• Eliminate as much exposed computer cabling as feasible.

• Develop a plan for student employee participation in building maintenance.

Facilities Security and Accessibility

• Work closely with the campus police to ensure better security.

• Implement recommendations from the security review.

• Improve lighting along the ramp leading to the loading dock entrance.

• Monitor snow and ice removal along approaches to the library building.

• Replace second floor security exit to meet ADA requirements.

• Develop plan to provide some supervision on the fourth and fifth floors.

• Evaluate security needs for Archives and Special Collections.

• Evaluate environmental conditions and controls with particular regard to humidity, temperature, air purity and security; effect changes where needed.

• Review and update the library's part of the campus ADA accessibility audit and pursue solutions.

F. Design fundraising strategies to supplement normal funding. Normal university funding is sufficient to make slow, incremental progress in the library. Our plan, however, calls for substantive, even dramatic, change over a three-year period. We strive for nothing less than across-the-board excellence. Thus, it is imperative that we aggressively seek external support; without such assistance we cannot fulfill our Three Year Plan.

• Identify funding sources for facilities improvement, general collection maintenance, library technology plans, and special projects.

• Increase involvement of the Library Associates in special library initiatives.

• Develop potential donors.

• Create an area (e.g., a donor "wall," plaques) to honor donors.

• Develop a database of donor prospects.

• Build a library "board" of prominent community persons to advance special library projects.

• Increase involvement of library staff in grant-writing.

• Plan special events (e.g., receptions) that advance fundraising.

• Work with the Foundation office on personal calls and estate planning projects.

• Explore grant possibilities with various consortia and other UMass libraries.

G. Structure communication to inform staff and potential constituents concerning library operations and resources. The library must develop formal and informal communication vehicles to publicize its collections, services, and technological initiatives. We must work to change the outdated image of the library as merely a storehouse for print materials by promoting a more realistic concept of the library as a progressive, innovative, dynamic learning organization. Communication channels within the library must also be improved so staff are kept informed of plans, changes, and opportunities to participate in our efforts to create excellence.

• Plan and promote services through improved public relations.

• Link public relations objectives to the library's mission and plan.

• Develop and revise policies and procedures; create an effective means to inform staff and public.

• Rethink, develop and design instructional brochures and other guides, including web pages.

• Create faculty workshops to introduce new information resources and incorporate library use in curriculum design.

• Increase visibility and use of collections through the Internet, local and campus media, collegial contracts, exhibits and special events.

• Publicize available satellite program offerings.

• Move library technology plan toward completion by presenting draft plan for review by library staff, user communities and administration.

• Survey user population to determine needed improvements in service areas..

• Collaborate with constituent groups on campus and establish campus media outlets such as the Torch, WSMU and the News Office.

• Promote "low use" collections (e.g., government documents).

• Compile a listing of library databases (and databases under consideration) that can be shared with the staff.

• Create library videos that can be used to orient students and for fundraising.