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28 Sept./12 – Framework
UM LIBRARIES STRATEGIC DIRECTIONS FRAMEWORK
MISSION
The Libraries, as an essential partner in the mission of the University of Manitoba, provides
access to knowledge in support of the University’s teaching, research and community service
programs.
VISION
The University of Manitoba Libraries: Online. In person. On demand.
VALUES
Innovation, Quality, Accountability, Collaboration, Involvement, Unity and Diversity
STRATEGIC DIRECTIONS
A. Access to information – Provides intuitive access to integrated resources supporting UM
academic priorities
B. Services – Leaves no patron unserved!
C. Partnerships – Recognized as an essential partner on the learning and research journey
D. People – Choose the best, nurtures and realizes innovation (hiring to retiring)
E. Spaces – Creates inspired library spaces
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PRIORITIES AND ACTIONS FOR 2012-2015
A.Access to information – Provides intuitive access to integrated resources
supporting UM academic priorities, through
1. Digital Collections
 Develop a digitization plan (priority 2012/13)
2. Resource Discovery
 Implement web-scale management systems (priority 2012/13)
 Add value to the resource discovery system (eg. adding book covers to One Stop Search) (priority
2012/13)
3. Open Access
 Establish a scholarly communications plan (priority 2012/13)
4. An integrated UML technology plan
 Develop an emerging technologies plan
5. Weeding
 Weed collections to reflect scholarly requirements and address space issues
6. The Learning Management System
 Establish the Libraries’ presence in LMS
B. Services – Leaves no patron unserved, by using
1. Web Services
 Expand Virtual Reference (priority 2012/13)
2. Electronic resources
 Advocate for better interfaces for e-resources
 Acquire downloadable e-books
 Acquire mobile-friendly e-resources
 Investigate pay-per-view options
 Prefer electronic acquisitions
3. New and evolving services
 Establish services at point of user, including embedded and roving reference
 Expand one-stop service desk model
 Ensure quality by measuring and evaluating services
4. A communications strategy for UML
 Develop a communications strategy
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C. Partnerships – Recognized as an essential partner on the learning and
research journey, through
1. The liaison librarian model
 Promote librarians’ role in instruction
 Strive to include librarians on faculty councils
 Integrate librarians into research process
 Create a [virtual] faculty commons
2. Participation in the undergraduate research programme
D. People – Choose the best, nurtures and realizes innovation (hiring to
retiring), through
1. Staff development, learning, and training opportunities – Make UML a desirable place to work
 Establish leadership in staff development
2. Orientation, training, and mentorship for new employees
 Enhance support staff recruitment
 Establish an internship/co-op programme
3. An improved staff Intranet
 Identify process for updating manuals
4. Implementation of core competencies for public service staff
E. Spaces – Creates inspired library spaces, by
1. Preparing and implementing a plan to renovate libraries and renew furniture
 Renovate Science Library offices (priority 2012/13)
 Renovate Architecture Library Circulation area (priority 2012/13)
 Renovate Dafoe Library 2nd floor
 Renovate St. Boniface Hospital Library
2. Increasing space for university and private archival collections
3. Improving signage
4. Greening the Libraries